1. What was the core rationale behind the recent agreement with Goldman Sachs for Casa Collective?

Our relationship with the Casa Cook brand dates back to 2019, when Domes became the first operator to launch a family-oriented Casa Cook property in Chania. That experience allowed us to deeply understand the brand’s DNA, positioning, and long-term potential. It was also where we first met Remo Masala and developed a strong appreciation for his creative vision. Shortly afterwards, we became familiar with Cook’s Club, which entered the Greek market through a property owned by Lefteris Papakalitakis, a friend and highly respected entrepreneur. From the beginning, I believed, and continue to believe, that Cook’s Club is a highly disruptive hospitality concept. It sits clearly outside the traditional non-luxury tour operating model, while successfully attracting a younger, more individual and experience-driven traveller. Following the collapse of Thomas Cook, I began exploring the possibility of acquiring the platform. During Goldman Sachs’ initial acquisition process, we were among the final contenders. At the time, I openly hoped the deal would not close. When the opportunity returned, we were determined not to miss it again.

Having spent more than a decade working alongside Marriott while simultaneously building the Domes brand, we have developed a deep understanding of brand architecture and long-term brand value, particularly brands that serve a clearly defined niche with authenticity and consistency. We see Casa Collective as a highly complementary addition to the Domes ecosystem. It strengthens our lifestyle positioning, accelerates our international expansion strategy, and creates opportunities to grow in destinations where we already maintain a presence. At the same time, Domes’ expertise across sales, e-commerce, operations, and quality standards can provide meaningful support to the platform’s future growth.Equally important was ensuring that Remo Masala remained part of the journey. From the very beginning, we wanted him actively involved, and together we agreed to join forces for the next phase of growth. We believe there is significant value in working with him.

2. What does this move signal for Domes Resorts’ position on the international hospitality map? To what extent does this partnership change the group’s investment profile?

I have said repeatedly that Greece is home to highly capable and sophisticated hospitality companies. If international groups are making strategic moves of this scale, there is no reason Greek companies should not do the same. Transactions like this position us more actively within the global hospitality industry. They strengthen the visibility, influence, and voice of Greek companies within the sector’s international decision-making landscape. This partnership does not fundamentally change our investment profile. What it does is accelerate our strategic direction: meaningful international growth and the development of a broader lifestyle hospitality ecosystem with strong guest affinity, diversified offerings, and long-term value creation.

3. What are the next steps for the international development of Casa Collective, and what are the key target markets?

We see significant development opportunities ahead. Our long-term ambition extends well beyond Europe, particularly toward America, as well as Asia. At present, we are actively exploring further growth in Egypt and Morocco, while also evaluating urban destinations such as Athens, and of course Spain. We believe that with Casa Collective we can grow faster outside Europe as an organization. Cook’s Club, in particular, is exceptionally well-positioned for strong expansion in mature tourism markets such as Greece and Spain. As for XIA, the third brand within Casa Collective, it represents a next-generation holistic all-inclusive family concept. We are currently in the process of identifying the first asset for launch. It is worth noting that Goldman Sachs had originally intended to debut the brand through the Pallini Athos complex in Halkidiki, a destination comprising more than 800 keys.

4. Earlier this year you also announced the Brookfield deal. Are similar partnerships likely to follow? Is this institutional model the future growth model for Domes?

We believe this is the right moment for the organisation’s next phase of growth. In our view, partnering with institutional investors and groups that possess international experience, operational expertise, and strategic alignment creates a more effective and resilient path for expansion. Diversification remains central to our strategy, particularly with regard to international growth. Our collaboration with HIP naturally evolved into operating two of their assets abroad. With Aroundtown, discussions are already progressing around opportunities beyond Greece following our successful cooperation in Chania. With Brookfield, the ambition is to create an investment platform where our international development expertise aligns with their strong focus on Greece. We see this as a highly complementary and scalable partnership model.

5. What are the next major investment steps for Domes? What is the scale of the investment program the group is currently running?

The expansion of Domes Zeen Chania is already underway, beginning with an initial addition of 20 keys and a new spa facility, followed by a second development phase on the adjacent plot that will introduce approximately 100 additional keys alongside a significant food and beverage offering. In Elounda, we have entered the Enterprise Greece strategic investment framework, which includes the addition of more than 100 new keys, the renovation and repositioning of the existing hotel, and the introduction of over one hundred branded residences. In Rethymno, after nearly eight years of searching, we acquired a unique waterfront plot within the city limits where we plan to develop a 70-key year-round property. At the same time, our Development team continues to evaluate numerous opportunities both in Crete and internationally, and I believe we will have further announcements before the end of the year. We are also preparing to launch a membership programme, an initiative we view with great optimism. We believe it will become both a valuable guest platform and an important strategic tool that supports the long-term growth of the ecosystem.

6. Regarding projects in Greece, what openings are expected this year and in 2027? How is the expansion plan in Athens progressing?

We have already begun the renovation of the Xenia property, which will reopen next year as Casa Cook with an initial 60 keys. It is a truly special project that we believe will significantly strengthen the brand. In Kallithea, Halkidiki, we are developing our own 60-room Cook’s Club property within walking distance of the area’s nightlife and entertainment district. Together with Prodea, we expect construction to commence within the next quarter on a high-end luxury hospitality project at Mitropoleos Square in Athens. The property will feature 36 rooms, a distinctive rooftop experience, and a collaboration with a highly respected restaurant brand. At the same time, we are developing Domes Maison in Corfu, a hybrid hospitality concept combining a members club, food and beverage experiences, and a six-room pocket hotel within a historic neoclassical building on Alexandras Avenue. This year has already represented a major growth milestone for the group, with the addition of Aulūs Lindos Rhodes, Aulūs Chania, Domes Baobab Tenerife, and Cascade Wellness Resort by Domes in the Algarve, increasing the group’s overall capacity by at least 40%. When Casa Collective is added to the equation, the scale and operational demands become very significant.

7. What is the goal for Domes’ position internationally and in Greece over the next two years?

Our ambition is to build a coherent lifestyle hospitality ecosystem where each brand has a distinct identity and purpose, without cannibalising the other. We want to continue creating meaningful value for the people who choose us, while building concepts and experiences that genuinely excite us as creators and operators. The energy, creativity, and expertise of our teams remain one of our greatest assets. Every interaction with Domes should leave behind a lasting sense of our values, our culture, and our vision of hospitality. Ultimately, our goal is for Domes to stand alongside the leading hospitality brands of Spain, Italy, and other established international markets, while contributing to the emergence of a strong Greek hospitality cluster with its own voice, influence, and identity globally.

8. How is this year’s tourist season starting, and how do you see it evolving? Are there differences in demand by market or type of traveler? How are international conditions affecting bookings?

This is another demanding and highly dynamic year for the hospitality industry. We began the year very strongly, however the geopolitical tensions and conflicts in the Middle East have clearly affected booking momentum. Destinations with strong exposure to the American market have experienced greater impact. Adults-only properties are operating increasingly on a last-minute booking curve, while family resorts continue to benefit from earlier booking patterns. What remains encouraging is the resilience of last-minute demand. As I often say, hoteliers today increasingly operate with the dynamics of restaurateurs due to how short booking windows have become. If geopolitical tensions ease, we believe the market could react with a strong rebound effect similar to the post-Covid recovery period. Long-haul travel will inevitably face pressure due to the current instability. Markets such as Dubai and Cyprus are likely to be affected, while the Iberian Peninsula appears not to have captured the levels of demand it anticipated, potentially due to aggressive pricing strategies. Travellers continue to prioritise destinations perceived as safe, and in that respect Greece remains strongly positioned. We therefore await and look forward to the end of the geopolitical crisis.