• Park City ski patrollers reached a deal with Vail Resorts on January 8 after a labor strike.
• Ski patrollers told BI they must work multiple jobs to survive in mountain resort towns.
• Seasoned patrollers say they may change jobs due to unsustainable wages and steep living expenses.

Days after a historic labor strike in Park City ended, America's ski patrollers are caught between their love of the slopes and the steep price of mountain resort living.

Kali Flaherty, for example, doubts she will ever own a home.

The 26-year-old works full-time in ski patrol at Colorado's Arapahoe Basin. For the past three winters, she has kept trails clear, stabilized injured skiers and snowboarders, helped prevent avalanches, and trained rookie patrollers.

Flaherty said it's her "dream job." But her $23 hourly pay isn't enough to cover living expenses, and she works shifts at a nearby healthcare clinic to make ends meet. She rents an apartment with a few roommates in Breckenridge, about 20 miles from Arapahoe Basin.

Like many ski patrollers, Flaherty is in a bind. The cost of living in resort towns like Breckenridge, Vail, Aspen, and Park City continues to skyrocket, pushing out the employees who keep them operational. Being close to these areas is also key for employees because of high commuting costs and dangerous winter road conditions. Several patrollers told Business Insider that they struggle to afford housing, groceries, and gas, let alone build savings. Some expect they will have to switch industries for higher-paying work, and many current patrollers work multiple jobs to stay afloat.

These financial challenges have culminated in labor disputes. On January 8, Vail Resorts granted the Park City Professional Ski Patrol Association a $2 raise for entry-level patrollers — from a $21 hourly pay floor to a $23 hourly pay floor — and agreed to improve benefits . The deal followed a weekslong patroller strike during the busy holiday season.

Meanwhile, ski patrollers at Arapahoe Basin, where Flaherty works, are voting to formalize their union this month. Several other patroller groups at Vail Resorts and Alterra Mountain Company-owned mountains have unionized or taken collective action in the past few years.

Flaherty wants to be a ski patroller for her entire career — but she said it comes with sacrifices. She hopes Park City's contract helps make it possible for employees like her to build financially stable lives near resort towns.

"I don't see myself being able to buy property up here, which is always the dream," she said. "I would love to not be living with roommates my entire life, but the way that I make money as a patroller now, that's my reality."

Representatives for Vail and Alterra — the parent organizations of the ski resorts where the patrollers BI interviewed work — did not respond to comment requests.

Ski patrollers are facing steep expenses and low wages

The average ski patroller makes $21.56 an hour, per the job platform Indeed. Compensation varies based on years of experience, level of medical training, and safety certifications, said the ski patrollers Business Insider interviewed. For example, an EMT or paramedic license might add a few dollars to patrollers' wages. Patrollers' benefits vary by resort, though most receive free lift tickets — which can range from $120 to $300 a day — as part of their role.

For many patrollers, finding affordable housing in the markets where they work is challenging. The five patrollers BI spoke with rent with several roommates, or have to commute long distances to work. The median monthly rent in a town like Breckenridge is $5,000, per Zillow, a price that exceeds some ski patrollers' total monthly income.

Groceries and gas are also costly in many mountain areas because of limited stores and the high transportation costs for goods. A dozen eggs is just over $4 in Denver, but nearly $7 in Breckenridge.

Kyle Eveland, 24, makes $23.28 an hour as a second-year ski patroller at Breckenridge Resort in Colorado. Before he reports to the mountain every morning to set up avalanche mitigation equipment, Eveland said he shovels snow for a nearby property. He works a full-time construction job over the summer, when the ski resort is closed, and recently began a part-time role pumping concrete between his patrol shifts.

"I would love to do what I love every day and take the sacrifice of not making a lot of money doing that," he said, adding "I pretty much live paycheck to paycheck in the winter. It would be super, super tight if I just patrolled."

Right now, Eveland lives in Breckenridge with seven other roommates. He said he took a pay cut when he decided to join ski patrol, despite the job requiring significant training. He previously worked at Breckenridge as a chairlift operator. Eveland said he may need to leave his patrolling job if he wants to afford a down payment or support a family in the future.

"I got my EMT license and that got me a single dollar raise," he said.

Tate Finigan's experience is similar. The 26-year-old recently began his third season as a ski patroller in Park City. Finigan commutes from Salt Lake City, over a 30-mile drive, every day because he can't afford housing in Park City. When he's not on the mountain, Finigan babysits and walks dogs, and previously picked up shifts as a bartender.

"It's been really hard to try and live in this community that we all so badly want to be a part of," he said.

In a profession that relies on experience, seasoned patrollers aren't sure they can stay

Ski patrolling requires specialized skills: sharp ski competence, outdoor survival and avalanche certifications, and medical expertise. The ski patrollers BI interviewed said that this experience is honed over time, meaning that seasoned patrollers are often best at training rookies and handling on-mountain crises.

Mike Reilly, 33, has been a ski patroller at Park City for six years. He cares about his job, but he isn't sure how long he will remain on staff. Each year, Reilly said it becomes more challenging to pay his bills — even with his second job as a barista. Reilly said that cost of living challenges mean many experienced ski patrollers like him are considering leaving for second, more lucrative careers. He recently finished nursing school.

"I went to nursing school, but that was really out of desperation," he said. "I would much rather patrol and remain a career-patroller, if that meant I could afford to pay rent and not work 20 days in a row."

Max Magill is a 10-year ski patroller at Park City and president of United Mountain Workers, a union that represents ski patrollers, lift mechanics, and other resort employees across the Western US. He told BI that efforts to raise patroller wages are happening across America's ski industry because the job isn't financially sustainable long-term. After a decade in the job, Magill said he's still working side gigs and living paycheck to paycheck.

"The operation of big Western ski resorts with avalanche terrain really does hinge on the work of these experienced ski patrollers," he said. "The guest experience would be completely different if there were not experienced ski patrollers being retained at these resorts."

After the Park City deal was struck, Magill said in a press statement that "the victory will help raise employment standards for all ski industry employees."

To be sure, high living expenses impact other mountain employees besides ski patrollers. Reilly said food service, lift operator, lift mechanic, and ticket scanner jobs are also key to keeping resorts open and safe. Many of these employees make similar wages to ski patrollers.

Flaherty isn't sure she can stay on patrol forever, but she's hoping to keep clicking on her skis for as long as she can. It helps to know others in her profession are also working toward a better future.

"Our patrollers have come together more than ever before," she added. "It has created a positive environment to know that we all have each other's backs."

Do you live in or near a resort town? Are you open to sharing how you manage expenses? If so, reach out to this reporter at [email protected].

• Vail Resorts was in the hot seat this month when a Park City ski patrol strike disrupted holidays.
• For years, Vail's rapid acquisitions and high costs have sparked criticism from skiers and locals.
• Here's how the company grew to be the biggest in skiing — and the enemy of some ski bums.

If you want to know just how loathed Vail Resorts is, just look at the lyrics of Grammy-nominated artist Noah Kahan's "Paul Revere."

"This place had a heartbeat in its day," the native Vermonter sings. "Vail bought the mountains, and nothing was the same."

Or look around the parking lots at the ski behemoth's various properties, which include Park City, Beaver Creek, and Stowe, where cars are frequently adorned with "Vail Sucks" stickers.

Gripes that the company has made skiing less accessible and more corporate were amplified this month after a ski patrol strike shut down much of Park City, causing chaos for vacationers over the holidays.

The company's stock dropped 6% amid news of the strike. But while the work stoppage has ended, the company's challenges are far from over. Since reaching a peak in 2021, Vail's share price is now down more than 50%.

After two decades of acquisitions and partnerships, Vail Resorts owns or operates 42 ski resorts around the world. The company is now facing decreased margins after a 2021 reduction in the price of its Epic Pass, which provides access to Vail's network of mountains, and the lack of cheap acquisitions available, Chris Woronka, an analyst at Deutsche Bank, told Business Insider.

"The stock had gotten ahead of itself valuation-wise," Woronka said. "The days of easily created growth are kind of behind the company."

Meanwhile, it's earned a reputation among passionate skiers as a place where crowds clutter the trails and lift lines and where grabbing a burger on the mountain could cost you $25.

A spokesperson for Vail Resorts told BI the company continuously invests in its properties to improve the guest experience and make skiing more accessible.

"Vail Resorts has transformed the industry through unprecedented investments in employees and guests, made the sport more accessible to more people, and created stability for our resorts, employees and communities in the face of climate change," the spokesperson said.

A skiing behemoth

Vail Resorts is the largest ski company in the world, granting its pass-holders unlimited access to dozens of resorts worldwide, including its upscale flagship, Vail, located in the Colorado Rocky Mountains. During its 2024 fiscal year, which ended in July, 17.6 million skiers visited its mountains.

Those visitors pay big bucks for the privilege of skiing at some of the most popular destinations: The Epic Pass had a starting price of $982 for the 2024-2025 season. A lift ticket at Park City alone can get up to about $300 per day.

A spokesperson for Vail Resorts said the company now has over 2 million pass-holders.

Luke, a former Vail Resorts employee who asked to go by his first name to avoid professional repercussions, told BI there were two main reasons Vail Resorts gets so much hate. First, it's buying up resorts at an "alarming" rate. Second, as a result of that strategy, many skiers do not believe the company invests enough in the quality and operations of each individual resort, instead relying on their "cash cow" properties.

"It feels like the end game is not necessarily to make any one area successful, but to eventually own the ski world," Luke said. "So then it's like if you're skiing anywhere, you're skiing Vail" properties.

Jaimie Nichols, a 35-year-old accountant from Florida who now lives in Denver, has been skiing with her family in Crested Butte, Colorado, since the early 2000s, when the resort was family-owned. She remembered lift tickets for kids cost as much as their age — $8 for an 8-year-old — and a large base lodge where families could find affordable food options or use a microwave to heat up packed lunches. Crested Butte itself is lovingly called "Colorado's Last Great Ski Town" due to its authentic mountain town vibe.

But Nichols said since Vail Resorts acquired Crested Butte Ski Resort in 2018, it just hasn't been the same.

The resort's "persona changed," she said. "It's a completely different place."

The Mueller family, which owned Crested Butte, previously said selling to Vail was a difficult decision.

"When you start to look 10, 20, 30 years down the road and what that means for a small ski company like us, and not being as heavily financed like Vail, it's only getting tougher," Erica Mueller told Powder magazine in 2018.

When Vail takes over

Now, most of Vail Resorts' properties are in the US, spanning from California, Utah, and Colorado, through Midwest states like Wisconsin and Michigan, and all the way to the Northeast in Vermont and New Hampshire.

Its many acquisitions have turned the company, which was taken public by Apollo in the 1990s after the private equity shop bought it out of bankruptcy, into a financial behemoth in the hospitality space. It has a market cap of $6.7 billion and generated $2.9 billion in revenue and $230 million in profit in its 2024 fiscal year. Investors were rewarded with $8.56 in dividends per share.

A common complaint from skiers and snowboarders when Vail takes over a resort is a more crowded mountain and long lift lines. The problem, Nichols said, is that when a resort gets added to Vail's Epic Pass, it becomes a destination. Epic pass-holders who previously wouldn't have driven four-plus hours from Denver to Crested Butte now make the trip, as do pass-holders from other states who make a vacation out of it.

As a result, Nichols said the locals of the area have fewer opportunities to ski on their home mountain, and, for families who aren't season pass-holders but would like to ski once or twice a season, day passes get too expensive and out of reach.

Some of these problems are compounded by factors that are affecting many towns in the West that don't even have a ski resort: an increase in short-term rentals and transplants from cities moving to small towns in the age of remote work, both of which have contributed to higher home prices and costs of living.

Vail has said it is committed to reinvesting in the resorts it acquires, estimating its capital investments in the 2024 fiscal year to be between $189 million to $194 million. For instance, at Whistler Blackcomb, the company said it was replacing a four-person lift with a six-person high-speed lift. At Park City, the company said it was replacing a lift with a 10-person gondola. It also said it planned to invest in snowmaking capabilities at Park City and Hunter Mountain.

A spokesperson for Vail Resorts said the Epic Pass has also added stability to an industry that was previously "ruled by weather."

"That means in a good snow year, the industry would prosper, but in a year with low snow, skiers and snowboarders would opt not to visit, and ski resorts would suffer, along with the employees who worked there and the surrounding communities," the spokesperson said. "This meant that resorts couldn't predict their business — thus were not investing in infrastructure or their employees."

When Vail introduced the Epic Pass in 2008, it was cheaper than many season passes offered at individual resorts.

The spokesperson also said the company's Epic Day Passes, which offer more flexibility than traditional lift tickets, are significantly discounted if they are purchased before the season begins.

"By incentivizing guests to buy their skiing and riding ahead of the season, we lock in revenue before the snow falls, which has allowed us to continually invest back into our resorts, our employees, and our communities, and the environment, no matter the weather," the spokesperson said.

Many Vail critics still buy Epic Passes

The company's biggest competitor is Alterra Mountain Company, which owns mountains like Steamboat and Deer Valley and is owned by private equity shop KSL and investment firm Henry Crown. Alterra runs the Ikon Pass, which is even more expensive than the Epic Pass, starting at $1,249.

The Epic and Ikon passes' value depends on how much one uses them. It can be a good deal for folks who ski frequently and would like to visit different mountains — which is part of the argument the companies use when they increase the pricing on nearly everything else, including day passes, ski school, rentals, and on-mountain dining and amenities.

In addition to offering a good deal with the Epic Pass, Woronka, the Deutsche Bank analyst, said Vail also still has a strong brand name going for it and great assets.

"These are really terrific mountains. It's some of the best terrain out there," he said. "They have this big, nice, wide portfolio across the country."

The problem is, "trying to cater to everyone and do it profitably can be a difficult proposition," Woronka said.

With the luxury experience that Vail is selling, the increase in crowds on the mountain can make the guests feel a little less special, he said.

Still, Vail's dominance means that many who complain about the company still buy Epic Passes. It often makes the most financial sense for those who plan to ski most weekends, and if all their friends are doing the Epic Pass, they don't want to miss out.

Luke, the former Vail employee, said running a ski operation is costly and complicated. And, he added, there's no denying that some of the resorts bought up by Vail may not have survived otherwise. But he said part of the reason for that is the relatively low cost of the Epic Pass has drawn many away from their local mountains.

"These mountains wouldn't have survived," Luke said.

But he also said he thinks having to compete with a large company like Vail is part of the reason some family-run resorts were struggling in the first place.

• About 200 ski patrollers are on strike for better wages at Utah's Park City Mountain Resort.
• Large swaths of the mountain have been closed, and lift lines have been long, frustrating customers.
• Some customers told BI they won't return to corporate resorts, instead opting for family-run spots.

Skiers at Utah's Park City Mountain Resort say their vacations were spent waiting in painfully long lines and navigating overcrowded trails after hundreds of ski patrollers and mountain safety personnel walked off the job.

The work stoppage over wages at one of the nation's largest ski resorts came as more than two feet of snow blanketed Park City in the last week — normally, a skier's dream. But for Jim Lebenthal, the snow was mostly experienced from the back of a line.

"It started out bad, and it got worse," said Lebenthal, a partner at a wealth management firm.

Lebenthal, also a CNBC contributor, said that 75% of the mountain was closed on his family's first day of skiing on December 27. By December 30, he said 80% of the mountain was closed.

"The lift lines were interminable," Lebenthal said. "It got to the point where it was one run an hour, and a run takes probably seven minutes, and the rest of that is sitting in lift lines."

TF Jenkins, a managing director at a Florida-based wealth management firm, said the closures resulted in limited options.

"There wasn't a ton of terrain open, and we were just doing the same thing over and over again," Jenkins said.

A bad day of skiing can feel especially frustrating given the cost of the sport — lift tickets alone at Park City Mountain Resort can cost more than $300, not including rentals and lodging. Many resort guests took to social media to complain about the conditions.

Vail Resorts Inc., which owns the resort, saw its stock drop about 6% in the last week.

A strike during peak ski season

The Park City Professional Ski Patrol Association (PCPSPA) said it has been in contract negotiations with Vail Resorts since April and is trying to secure wage increases to match inflation, among other things.

About 200 ski patrollers, represented by the union, went on strike on December 27 after negotiations with Vail Resorts broke down.

The resort remained open, "with safety as its top priority," the resort said in a statement.

A spokesperson from the resort told BI that December 30 was "especially challenging" due to early season conditions.

"Each day, we open the terrain we can safely open with the team members we have," Sara Huey, Vail Resorts' Director of Community and Government Affairs, told BI in a statement. "We have had impacts to terrain as a result of the patrol strike."

The union's demands

Vail Resorts said in a statement that it had reached agreements on 24 out of 27 contract terms. The remaining issues were contract length, wages, and benefits — often considered by members to be the most important parts of a contract.

Bill Rock, the President of Vail Resorts' Mountain Division, said the resort has made "significant investments" in its staff.

"Our wages and benefits are strong, as demonstrated by the high return rate among patrol teams across our company and by the number of applicants we get for any patrol opening," Rock said in a statement.

But that doesn't match up with the lived experiences of ski patrollers, said Margaux Klingensmith, a business manager for the union and six-year patroller at Park City Mountain.

"We have patrollers who cannot afford to continue doing this job if they are not compensated better for it," Klingensmith told BI.

The union wants patroller base pay raised from $21 to $23 with an included cost-of-living adjustment.

It also wants to combat wage compression, which Klingensmith said has allowed five-year patrollers to be making the same amount as 15-year patrollers, who are significantly more experienced. Better compensation would help retain those experienced patrollers, which Klingensmith said the resort is losing "at an atrocious rate."

"Trying to keep that experience around with a better compensation package is the real goal. But overall, the reason we're fighting for this is to make sure that we have members of our unit able to afford groceries and afford to pay their rent," Klingensmith said.

The union is also seeking better benefits for its members, including a healthcare stipend, accruing paid time off, and parental leave.

Customers say they won't be back

The PCPSPA said its members unanimously passed a strike authorization vote on December 13. In the days following, Deirdra Walsh, the VP and COO of Park City Mountain, issued several statements on Park City's website stating that the mountain would remain open "regardless of the union's actions."

Still, customers told BI that they felt Vail Resorts did not effectively communicate to them that their visit could be impacted by a strike.

"They should have let us know that this was potentially going to happen," said Lebenthal, who added that he would seek a refund if possible.

Jenkins also said he was frustrated by what he called a lack of communication from Vail Resorts. Jenkins, who bought four-day passes for his family eight months in advance, said he has reached out several times for a refund.

Jenkins added that there were also communication issues regarding wait times for the lifts.

"It would give you the wait times on the app for each lift that was open, and it would say five minutes, and you'd get there, and it'd be like 40 minutes."

He said it's common for mountains to be crowded, but this week's experience at Park City turned into a safety issue with skiers of varying levels zipping down crowded trails.

"This was a human-created situation without a whole lot of communication. I mean, we would've been fine sitting in and playing games all day if it was just not great snow and not great weather, but it was more frustrating when it's created by two different parties," Jenkins said. "It's all kind of been a zero-sum game."

Going forward, Jenkins said he will only ski at smaller, family-owned resorts.

"There may be a little more driving because they don't necessarily have lodging right next to the mountain, but I would rather support smaller local communities than this type of stuff," Jenkins said. "We won't go back to a corporate mountain."

• I recently stayed at the Four Seasons Jackson Hole, a luxury ski-in, ski-out resort.
• My 550-square-foot room had a private balcony overlooking the slopes.
• I thought the room's luxury cabin vibe seemed like an ideal accommodation for a skier.

If I ever take a ski trip, I want to retire to a cozy room with cabin vibes and luxury touches. Ideally, it would be in a slopeside, five-star hotel.

Perhaps the Four Seasons Jackson Hole would fit the bill. In September, I spent one night at the ski-in, ski-out resort.

Although the mountains were not yet covered in snow, my room — which has a starting rate of nearly $1,000 a night during the winter ski season — seemed like a peaceful place to rest after an active day of gliding through powder.

When I arrived at the Four Seasons Jackson Hole on a muggy day in early September, I imagined it covered in snow.

The 63-year-old hotel chain has a luxurious reputation and 133 locations worldwide, each designed to reflect its destination.

"There's a sense of place at every Four Seasons," Kim Cole, the director of public relations for the Four Seasons, told Business Insider.

Cole added that the company describes the Jackson Hole location's aesthetic as "modern mountain chic," catering to hikers, bicyclists, and skiers in the winter.

After checking in, I explored the room with the typical peak-season guest in mind.

The hotel has 106 guest rooms and 18 suites. The starting rate is $525 in the offseason and $995 in the peak winter season. BI received a media rate for a one-night stay.

There are also 31 Resort Residences on-site, built to serve large groups. These residences have kitchens and as many as five bedrooms. Starting prices range from $4,200 to $11,000, depending on the season.

Cole told BI that in the winter, guest rooms are typically booked with active guests who participate in winter sports, so I imagined how the room would feel as a skier.

I thought my 550-square-foot room blended traditional cabin nostalgia with midcentury modern luxury.

My room had a king-sized bed, a full bathroom, and a private balcony.

Renovated by Wimberly Interiors in 2022, the guest rooms were designed to bring the outside in, with metal accents, stone finishings, and a soft, earth-toned color palette. This nature-inspired trend, known as biophilic design, gained traction in 2024.

The bed was plush with warm, fluffy bedding and dense pillows.

The king-sized bed sat between mixed material nightstands with edgy lamps contrasting classic wooden shutters.

With one king-sized bed, the room sleeps up to three adults (or two adults and one kid). The room can also be arranged with two double beds, increasing the maximum occupancy to four adults (or two adults and two kids).

The nature-inspired headboard was a mesmerizing statement piece.

The headboard was the standout piece in the room. A cherry wood frame juxtaposed a bright, white image, giving it a midcentury modern look.

The image was a textured carving of trees that I could feel when I brushed my fingers over the branches. A light bar glowed beneath the board, making it easier to see the details of the monochrome image.

The bed was so comfy that I didn't want to get up — and with smart controls on the in-room tablet, I didn't have to.

The tablet on the nightstand served as the room's control center, commanding everything from the TV to room service. This amenity was added in the 2022 remodel.

The tablet would be especially handy after an exhausting day on the slopes.

The other nightstand held an eclectic shelf of books with a warm white color palette.

Few things are more relaxing on a snow day than cozying up with a good book.

Luckily, my room had a small selection of biographies, historical literature, and novels ranging from realistic fiction to young-adult fantasy.

Publishing dates for these books ranged from 2003 to 2020, but I thought they looked much older. They were all sleeveless with a white or off-white binding.

Across from the bed, a large TV was mounted above a stone fireplace.

Rustic drawers were to the left of the fireplace, while a modern sitting area was on the right.

I noticed all the seating in my room was soft and cushy, which seemed ideal for sore bodies after an active day.

The room also had a private bar with gold trimmings.

The bar had an espresso machine, neutral-toned ceramic mugs, and Four Seasons branded water.

Beneath the bar, a cabinet hid the mini-fridge. It was stocked with alcohol and snacks like peanut M&Ms and gummy bears, which were available for an extra cost.

In the marble bathroom, the oversize tub had a bendy shower head that made me feel like I was in a spa.

The bathroom had complimentary Le Labo toiletries.

The bathroom felt large, with a double sink vanity, a sizable shower, and a separate toilet room.

The mirrors and vanities were replaced by Wimberly Interiors in 2022.

Across from the bathroom, a spacious walk-in closet held bathrobes, a safe, and some classic, upscale amenities I've only seen in ultra-luxury hotels.

I spotted old-school amenities like a shoe horn and shine brush, which I've seen more often in high-end European accommodations than in the US.

The ample size of the bathroom and closet made the room suitable for up to four guests.

The private balcony seated one on a comfortable lounge chair.

I spent some time on the deck, but since I imagined it would be less enjoyable in the cold, I appreciated that there were sliding glass doors to enjoy the view without the low temperatures.

Out there, I had a view of the ski lifts traveling up and down Rendezvous Mountain.

From the balcony, I spotted the slopes towering over the resort's courtyard.

Looking down, I pictured the green courtyard in a blanket of snow as bundled-up skiers got their bearings before hitting the slopes.

• Four Seasons, Aman, and Ritz-Carlton are expanding their portfolios with private jet tours and cruises.
• The offerings are part of a strategy to keep enticing high-paying customers in 2025 and beyond.
• This article is part of "Transforming Business," a series on the must-know leaders and trends impacting industries.

If you want to relax at a hotel, sip mai tais on a cruise, or see the world by private jet, you soon won't have to look further than your favorite luxury hotel brand.

Just don't refer to their vessels as "cruise ships." They'd rather you call them yachts.

Over the past few years, high-end hospitality companies such as Ritz-Carlton, Aman, and Four Seasons have expanded their portfolios to sea or air travel in a bid to keep high-paying customers within their networks.

After all, if you loved your Ritz-Carlton resort experience, wouldn't you be more inclined to try the at-sea version — even if you've never cruised before?

Four Seasons and Aman are creating an in-house vacation network

Aman and Four Seasons are in several markets — hotels, residential, retail, and travel "experiences" like private jet tours.

Alejandro Reynal, Four Seasons' president and CEO, told Business Insider that hotels and resorts accounted for about 80% of the company's revenue. Extracurriculars like its jet tours and coming ship then create a "halo effect" for the brand — an extension of its core business and another way to maintain relationships with loyal customers.

Both companies operate their multiweek group jet trips using third-party specialists. Four Seasons' launched in 2015 and uses a 48-seat Airbus A321LRneo. Aman's took flight two years prior, offering guests a sleek 19-seat loungelike aircraft (often an Airbus ACJ319).

Both include multicountry itineraries and overnight stays at their respective properties, creating a dream vacation for Four Seasons or Aman megafans.

For some travelers, these trips mark their first time staying at one of the luxe properties. But once they're in, they're hooked, Ben Trodd, Aman's COO, said.

"They will often come back and stay at our hotels and resorts individually," Trodd told BI in an email.

Four Seasons hosted eight jet trips in 2024. Almost all sold out, Reynal said, adding that the company was considering additional itineraries with varying aircraft or lengths (several of its 2025 tours already have a waitlist).

Despite their steady successes, both companies don't plan to go all in on private jets. Rather, they're turning their extra attention and resources to the friendly seas.

Ritz-Carlton is leading the hotel-to-cruise pipeline

In recent years, a flurry of hospitality companies announced their cruises — often in the form of yacht tours — in close succession: Ritz-Carlton in 2017, Aman in 2021, and Four Seasons in 2022.

It's a great time to be in the cruise business. Throughout 2024, industry giants such as Carnival and Norwegian reported record revenues and bookings.

These luxury cruises aren't anything like what you'll find on massive boats from mass-market cruise lines.

The Ritz-Carlton Yacht Collection's first vessel, Evrima, was a litmus test for the ultraluxury smaller-ship segment when it launched in 2022.

It was a success, with only a few availabilities during its inaugural year.

The 149-suite vessel is 623 feet long, a far cry from Royal Caribbean's almost 2,000-foot-long vessels. It also has a yachtlike feel with an almost 1-to-1 guest-to-staff ratio, attracting travelers who might not have been interested in traditional cruises.

"There's been a ton of buzz about how they knocked it out of the park," Jackie Roth, a Scott Dunn Private travel manager, told BI. Once concerned, she now believes the Yacht Collection has "elevated" Ritz-Carlton's brand, she said.

The company expects to sail its third ship in 2025.

By then, Four Seasons will still be a year from its vessel's planned launch.

Four Seasons' and Aman's 'floating resorts'

In 2026, Four Seasons plans to expand its "experienced-based business" beyond private jets with a 95-suite ship.

Reynal said bookings were already "very successful," with about two-thirds coming from the company's repeat customers.

"How do we create this luxury ecosystem around the brand, and which businesses do we need or don't need to be in?" the Four Seasons CEO said. "People were very favorable for us to pursue a Four Seasons experience at sea, and it has proven right."

Aman offers at-sea vacations with Amandira, a traditional five-cabin luxury yacht.

Its next vessel, set to launch in 2027, is planned to be more like a 600-foot-long cruise ship, flexing 10 times as many cabins.

Loyalty to the brand — not cruises — is key for these projects.

"People will follow Four Seasons wherever they go and whenever they launch a new experience," Roth said.

Other travel agents said they'd already received requests for the coming floating resort.

"We are led by the demand of our guests, who often call for us to expand into certain categories," Trodd, Aman's COO, said. "Our customers will travel because it's Aman first and the destination as a second consideration."

Potential road (or sea) blocks

"The luxury cruise market is niche but very competitive," Patrick Scholes, a lodging and leisure research analyst at Truist Securities, told BI. "Operationally, it's not easy. The risk and complexities are far greater than a land-based hotel."

Plus, not every wealthy traveler loves cruises, especially if their only experience is with the stereotypical attraction-filled, crowded megaships.

To overcome this, Four Seasons and Aman could simply continue doing what they do best — creating an ultraluxury experience.

"Customers are going to expect six-star service, and you better get it right," Scholes said.

Four Seasons' ship will be no Carnival cruise. According to its CEO, it won't even resemble some of the traditional industry's smaller luxury ships.

Renderings promise a sleek and luxurious vessel. On board, guests are planned to have 11 upcharged restaurants, a marina that opens onto the water, and cabins up to almost 10,000 square feet, some with au pairs and security personnel.

Aman, for its part, has remained mum about details. Its renderings also flex a yachtlike look. And as with its on-land properties, Trodd said the vessel would provide privacy, space, and a "restorative" experience.

When Four Seasons' and Aman's ships join Ritz-Carlton's, there will be no need to go to airlines for flights or cruise lines for cruises.

Just stay loyal to your favorite hospitality company, as they would want.

• Universal Orlando Resort's new theme park, Epic Universe, opens in May 2025.
• Disney also announced expansions at its Central Florida theme parks in August.
• An attractions industry expert told BI that Epic Universe's arrival will "chink" Disney's armor.

The competition is ratcheting up in Central Florida, where Universal Orlando Resort has upped the ante on Walt Disney World.

Universal will open Epic Universe, a major expansion first announced in 2019, this May.

The theme park comprises five separate "worlds," including Super Nintendo World and The Wizarding World of Harry Potter's Ministry of Magic.

When Epic Universe opens its doors to these new worlds on May 22, it will mark a major shift for the local tourism industry — especially for its main competitor 15 minutes south down Interstate 4.

Walt Disney World vs. Universal Orlando Resort

Walt Disney World Resort has reigned supreme in Central Florida for decades with four theme parks, two water parks, and related destinations like Disney Springs. Its flagship theme park, Magic Kingdom, recorded more than 17 million visitors in 2023, according to a report published by Themed Entertainment Association, Storyland Studios, and consulting firm AECOM.

The study said Universal's Islands of Adventure welcomed 10 million guests in 2023, while Universal Studios Florida counted over 9 million visitors.

However, Disney isn't resting on its laurels.

Disney Experiences Chairman Josh D'Amaro unveiled a series of theme park expansions at D23: The Ultimate Disney Fan Event, which was held in August. Earlier that summer, members of the Central Florida Tourism Oversight District's board of supervisors approved a $17 billion development deal with the entertainment maven.

The expansion will include a "land" based on Disney villains and new attractions based on Disney's "Cars" film series. Walt Disney World Resort's expansions will also introduce a new land to Animal Kingdom featuring "Indiana Jones" and "Encanto" attractions. The new land at Hollywood Studios will dive into "Monsters, Inc."

Dennis L. Speigel, the founder of International Theme Park Services, Inc., said the dynamics between Disney and Universal have changed "dramatically" over the past decade.

"What comes into play here is Universal's ability to deliver story, product, and technology," he told Business Insider. "With their movies, content, IP, and technology, it's really an armaments war now in Orlando."

Speigel said his consultation company, which works with theme parks and other entertainment entities, believes Epic Universe could attract a minimum of 6 million guests in its first year.

"Now, in my opinion, Disney is going to get a chink in its armor," Speigel said.

When people travel to Florida for its theme parks, they have several options. They might spend a day at Disney's Magic Kingdom before flitting over to Epcot later in the week. They could explore Universal's Volcano Bay for two days, then visit SeaWorld's Discovery Cove.

Speigel said Epic Universe could reshuffle how guests choose to spend their time and money.

"Epic Universe is going to pull a day out from someplace," he said. "It could be Universal's Island of Adventures. It could be Animal Kingdom. It could be SeaWorld."

However, Spiegel said Universal Orlando Resort will unlikely overtake Disney anytime soon.

"Disney is not going to allow their mantle of dominance to be overturned," he said.

It's all good for Orlando

There is one clear winner in the battle between Universal and Disney: the local economy.

Jakob Wahl, the President of the International Association of Amusement Parks and Attractions, told BI the competition between Universal Studios and Walt Disney World is good for Central Florida.

"When you're running and someone's catching up with you, you run faster and try to beat them," he said. "I would say it actually benefits all guests because it helps develop better products."

Speigel agreed, saying, "The rising tide lifts all boats in the tourism industry. I think the length of stay for the tourists in Florida is going to increase dramatically. I think people are going to load another day or a day and a half during their visit because there's more to do."

Walt Disney World said it generated $40 billion in economic impact across the state and over 250,000 jobs in 2022. Epic Universe could generate $11.5 billion in direct and indirect economic benefits to Florida's economy, according to a study conducted for Universal.

"Obviously, there's a lot of direct economic impact, but also a lot of indirect economic impact," Wahl said. "All those people want to eat somewhere. They need a rental car. They want to have activities before or afterward."

Wahl said the new attractions mean the industry is "alive and booming."

"I think the future is bright here for Orlando with everything coming in," he said.

• I've stayed at all-inclusive resorts around the world and seen first-timers make the same mistakes. 
• Don't go overboard with frozen drinks, and never fill your plate during the first pass at a buffet.
• Check out water-sport rentals and amenities at sister properties — and pack an insulated travel mug.

Vacationing at an all-inclusive resort is very appealing for many travelers — and with good reason.

Being able to budget before you arrive and not having to worry about toting around cash or credit cards can alleviate a lot of travel headaches.

As a travel writer, I've been to dozens of all-inclusive resorts in the Caribbean, Mexico, the Maldives, and more. During my stays, I see guests overlook many details that could make their sojourns more enjoyable.

Whether you're planning your first trip to an all-inclusive resort or this is already your preferred style of vacation, here are 10 mistakes to avoid.

Not researching before booking

Not every all-inclusive resort is designed equally. Some have gorgeous pools and underwhelming beaches, or vice-versa.

Some cater to families with dedicated kids' and teens' clubs and activities, but others prohibit guests under 18.

I've stayed at resorts that run the gamut.

The point is that having everything included in and of itself isn't necessarily enough of an appeal. Think about what you're looking for in a vacation, do your research, and look beyond the slick marketing and touched-up, wide-angle photos on the resort's website.

Overlooking the VIP and concierge-level room options

The term "all-inclusive" doesn't mean what it used to.

These days, some resorts offer upgraded rooms and suites in certain areas of the property, with perks that may include butler service and dedicated lounges, restaurants, pools, or beach areas for these VIP guests.

Although spending more for these amenities isn't for everyone, they can bring a sense of luxury and civility to your vacation, especially if you're staying at a crowded resort where guests are forced to set out towels before breakfast to claim lounge chairs.

Not making dinner reservations when you check in

You may have access to a slew of restaurants at your resort, but that doesn't mean you can roll up to the host stand and automatically get a table, especially at peak dinner times. Remember, everyone wants 7:30 p.m.

To avoid disappointment, book tables for the popular spots right after you check in or before you arrive, if that's an option.

Keep in mind that depending on how many nights you're staying, you may be entitled to only a limited number of reservations for the à-la-carte concepts, so choose wisely.

My advice is to prioritize places that serve local cuisine. After all, you can get steak or pasta just about anywhere.

Filling your plate at the buffet before checking out all the options

All-inclusive resorts are often known for over-the-top buffets any time of day, with omelet and freshly-pressed-juice stations at breakfast and salad bars, local specialties, carving stations, and all the desserts at lunch and dinner.

Grabbing a plate and reaching for the serving spoons before giving the area a look-see is a rookie move that can also lead to overeating and wasting food.

Before tackling a buffet, take a walk around, as options can change not only from meal to meal but daily as well. And make it a point to take a spoonful of something you've never tried.

Forgetting to bring an insulated travel mug

I used to roll my eyes at resort guests who'd tote their travel mugs up to the bar to be filled with their beverage of choice.

I thought they were being overly indulgent and exploiting the concept of "all-inclusive" — but now I think they're on to something.

For one thing, insulated tumblers keep drinks colder for much longer and reduce the number of trips to the bar.

Beyond that, they're more environmentally friendly than all those single-use plastic cups. If you're bringing your Stanley and asking the bartender to fill it, though, tip them for going above and beyond.

Not tipping

Speaking of tipping, I'm aware that some all-inclusive resorts invite guests to "leave their wallets at home."

But unless the property you're staying at has a strict policy against it, small tips can go a long way. Tipping the bartender at a crowded swim-up or lobby bar when you first order, for example, can result in quicker service for your second and third rounds.

If you have a fabulous server at dinner, it's a nice gesture to leave them some cash on the table. And don't forget about the housekeeping staff, who keep your room free of sand and endlessly replenish your towels.

Ordering drinks wrong

Not all drinks at all-inclusive resorts are created equally.

I often suggest a stop at the lobby bar, which tends to stock top-shelf liqueur. Upgrade your piña colada by requesting it with dark or aged rum instead of white, which gives it much more flavor.

If you see Aperol or Campari on the back bar, you can be sure to get a decent spritz. Craft your own low-ABV libation by asking for sauvignon blanc or rosé mixed with club soda and a dash of simple syrup, garnished with a lemon wedge.

Definitely try the local beer or wine if it's available.

… and going all in on fruity, frozen drinks

A piña colada is decidedly delicious — I like to have one mid-morning, which I half-jokingly refer to as a "breakfast smoothie."

But if you keep hitting the swim-up bar to order blended concoctions, you're probably going to end up drinking a zillion calories and getting a stomachache or killer hangover to boot.

If you're on a quest to keep the buzz going, maybe switch things up a bit with a spirit mixed with soda water or a wine spritzer. Don't forget to hydrate with actual water to counter the effects of all that heat and sunshine.

Not taking advantage of the amenities at sister properties

Some resorts are part of sprawling complexes with several adjacent properties owned and operated by the same parent company.

If your stay includes reciprocity (such as a "stay at one, play at three" policy), you'll get access to other facilities, including additional pools, fitness centers, beach areas, and restaurants.

Making use of them is a great way to avoid boredom and make it seem as if your vacation includes stays at multiple hotels.

Not borrowing non-motorized equipment for water sports

Although Jet Ski, hoverboard, and parasailing rentals can be pricey, your all-inclusive may allow you to borrow simpler equipment such as stand-up paddleboards, kayaks, floats, and even Hobie-Cats at no extra cost.

Still, I often see them lined up on the beach all day, barely being used. Consider signing the waiver, donning a life jacket, and just trying them.

If you're staying at a place where these water sports are popular, add your name to the wait list first thing in the morning.

• I've skied at over 20 resorts in the US. After visiting Brighton Resort twice, I wouldn't go back.
• The resort isn't as impressive as its neighbors in terms of vertical drop and skiable acres.
• I thought it was too crowded on my visits and I'd rather try somewhere new next time.

I've had the opportunity to ski at over 20 resorts across the United States, and five of them were located in Utah.

The state is home to some of the most iconic ski resorts in the US and lots of snowfall, truly making it a powder skier's paradise.

When I close my eyes and think of skiing there, I picture myself gliding down black-diamond runs, indulging in the après-ski scene, and soaking in breathtaking mountain views.

Although that's the experience I've had at most resorts, one beloved Utah destination has let me down: Brighton Resort.

After skiing there in two different years and in two different months, I've realized this popular spot is one I just don't need to return to.

Brighton's lift lines were significantly longer than other ski resorts I've been to

Brighton is part of the Ikon Pass, a famous ski-lift pass that many skiers and snowboarders have around the world.

The ski resorts on the pass are known for their excellent runs, top-notch amenities, and overall upscale atmosphere, which attracts many tourists.

Due to the pass's popularity, you can generally expect larger crowds at Ikon Pass destinations across the country.

However, I've skied at numerous Ikon destinations around the country, and the lift lines at Brighton during my visits felt significantly longer than any others I've encountered.

This is likely because Brighton only has six lifts that service dozens of trails. In comparison, the majority of Ikon destinations in the US have at least 10 lifts — some more than 20.

I wish the resort would install more lifts or make existing ones larger to better alleviate some of the crowding.

Its terrain doesn't measure up to neighboring resorts

Brighton has over 1,050 skiable acres of terrain. Although it's not necessarily small, it seems relatively compact compared to neighboring resorts like Alta and Snowbird, each home to over 2,000 skiable acres.

Brighton's vertical drop is also at least 780 feet smaller than the ones at those nearby resorts.

This results in fewer challenging runs and allows skiers to reach the bottom more quickly, leading to longer waits in lift lines for the next run.

I felt the nearby après-ski options were limited and a bit disappointing

I really enjoy the après-ski experience and love hanging out with my husband and friends after a long day on the slopes.

At well-known resorts, I can typically find a wide variety of choices for post-slope drinks, appetizers, and meals throughout the surrounding mountain and village areas.

However, at Brighton Resort, I felt the options were limited. Most of the nearby dining spots were located by the base of the mountain, which meant they could get pretty crowded.

During our trip, we struggled to find available tables in the packed — and, thus, often loud — restaurants we visited in the area.

I also found the views from the dining options we visited to be less impressive than those I've experienced at other ski resorts in Utah.

Many people love skiing at Brighton, but I don't plan on going back

Utah attracts over a million visitors yearly, with many of those skiers and snowboarders heading to Brighton to enjoy its snow and runs.

Although I'm glad to have checked this resort off my bucket list, I ultimately doubt I'll return. I felt I spent too much time in lift lines, was not particularly impressed with the terrain, and found the après-ski options didn't meet my expectations.

That said, if you view lift lines as part of the experience, don't mind cruising down more moderate terrain, and aren't particularly concerned about après-ski selections, you might enjoy this resort.

Brighton Resort did not respond to a request for comment.