An Interview With Savio P. Clemente
Localised design: Global brands will hyper-localize — hiring regional creatives, using local materials, and reflecting cultural authenticity. As well as partnering with spaces to create brand worlds — so you are not just buying the product, you are also living it. Many luxury, lifestyle, and consumer brands, including Armani, Dior, Bulgari, Gucci, Mercedes-Benz, Aston Martin, etc, operate physical hospitality spaces such as hotels, restaurants, cafes, spas, and residences to enhance brand experience and customer engagement. These spaces translate a brand’s core values into tangible, immersive environments, offering unique experiences beyond traditional retail.
As part of my series about “developments in the travel industry over the next five years”, I had the pleasure of interviewing Ronald Ndoro Mind.
Ronald Ndoro Mind is a serial entrepreneur and global citizen whose career spans over two decades across four continents. A graduate of University College London and the College of Law, Ronald began his professional journey at the Financial Times, where he worked for over four years in marketing, helping deliver the renowned “Lunch with the FT” series. Following a brief legal stint at Slaughter & May, he launched into entrepreneurship during the dot-com boom, co-founding DigitalDance.com, which evolved into Clubtickets.com, the UK and Ibiza’s largest club ticketing platform, later acquired by Easy Ticket S.L. Ronald went on to establish MyCityVenue.com, which grew to over one million subscribers in two years before being acquired by SecretEscapes.com. He later founded London members’ clubs Apartment58, LIBRARY, and ARBORETUM, blending hospitality, culture, and community. His projects attracted global brands, artists, and celebrities, and he spearheaded London’s Big Read with the Mayor’s Office, engaging tens of thousands of Londoners. Alongside hospitality, Ronald co-founded Ndoro Children’s Charities, which has built schools, orphanages, and clean water infrastructure in Africa, and serves as a director of Ibex Earth, driving sustainable city initiatives with £50m in secured funding. Now based in Antigua & Barbuda, Ronald continues to innovate as founder of Treehouse Beach Club and Pepperpot Rum Shop.
Thank you so much for joining us! Can you tell us a story about what brought you to this specific career path?
The “traditional” job… I tried it. It wasn’t for me.
Throughout my university years, I worked at the Financial Times on a part-time basis. And then when I finished law school, I worked at Slaughter & May. My full-time corporate journey lasted only three months.
I reflect on it as a part of my journey. It helped me realize who I am and the path I need to follow. I am an entrepreneur. A change maker and a builder of things.
It has definitely not been the simplest of paths, nor the easiest. I have had more failures than I would like to recall, but and here is the thing: I’m not afraid to say that I’m stronger because of them.
I have also had a few wins along the way. I try not to forget to celebrate those.
Above all, I have taken all the lessons and I am using them to help shape the future.
Honestly, I love making things, pursuing ideas, developing a vision, and simply building. Someone once asked me why I do it, and I said I feel compelled. It is not any deeper than that.
I’ve always been fascinated by the intersection of hospitality, culture, and human connection. My journey started long before Le Haus — I’ve built businesses that celebrate experience and emotion, not just service. After years of creating spaces where people could connect and express themselves, I wanted to create something restorative. The pandemic really focused and forced me to take stock as it made me stop, probably at a time in my life where I didn’t know how to stop. A few years on from the pandemic, Le Haus, my new bab,y was born from that need: a new and now lifelong commitment to rest, belonging, and beauty. The Caribbean is a region that doesn’t need to try; its rhythm, warmth, and authenticity define luxury in its purest form and it is where Le Haus and paradise await.
Can you share the most interesting story that happened to you since you started your career?
Honestly, there have been many, I think that there are several books waiting to be published, when I finally get some time to put ink to paper. This one stands out, though — not as a single instance but as something i think is relevant because it happens to all of us: building something only for it to disappear usually due to circumstances beyond your controI. That’s not really the interesting part, the interesting part is what do you do when that happens? The options are always between the easy and the hard choice and for me, I have always opted for the hard choice and that is why I have several books in me all waiting to be published. It makes for a much more interesting life. There is no growth without pushing boundaries. But the hard choice only makes sense if you know how to recalibrate and go again, taking the good from your previous experiences and learning to let go of the bad so that it does not consume you. This has become the foundation of Le Haus. We’re not just creating luxury stays — we’re giving people permission to rest, reset and recharge.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I have made many mistakes, still am and I am certain always will. I have learned to embrace that as part of the journey. Being an entrepreneur means living on the edge — you are always moments away from absolute glory or abject failure, swaying back and forth between those perilous finite points of existence. Or so it seems… But then when you have done it long enough, you realise that it is just part of the process of advancement, evolution and growth. Change is inevitable, but growth is optional. It can not be attained without conflict resolution. The process of resolving competing interests is what generates the opportunity for growth.
I would encourage you to embrace the journey, appreciate the pain as a catalyst for development, and understand that discomfort is necessary for advancement. Figure out who you are and relentlessly follow that!
Early in my career, I hosted a launch event at my new member’s club venue before we had even finished building the bar or painting the walls. Literally if you leaned too hard against the wall that night, you took some of the paint home with you! Guests arrived, music was playing, the ambience was absurdly perfect and we were literally mixing drinks behind a half-finished counter. It was chaotic — but people loved it. The lesson? Perfection isn’t the point — presence is. The human connection mattered far more than the polished finish. And people appreciate the fact that you are even doing it at all!
I know now that being an entrepreneur is in my DNA and the way I live my life both the good and the bad. I am incredibly excited about what is yet to be achieved with Le Haus and beyond.
Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”? Can you share a story about that?
The easiest tip is: don’t confuse being busy with momentum. A lot of us spend a lot of time doing “busy” work but not actual work or making any progress. We stay in repetitive tasks that are often pointless because looking and feeling busy makes us feel good. Hopefully the proliferation of AI will help people eliminate the busy tasks and give people more room and space to be better productive and content.
Rest is not a reward for hard work — it’s a prerequisite for clarity and creativity. That’s why Le Haus exists. I’ve built intentional spaces that force you to slow down, disconnect, and reconnect with what truly matters. My best advice: schedule your restoration as deliberately as your ambition. You are only as good as the best version of yourself and that is someone that is rested, focused and energetic.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
There are several — but honestly, I would not be here without my family. My children for inspiration, my sisters for support and my mother who has always believed in me, even and especially during the times I did not. A lot of the things that motivate me stem from the encouragement she gave when I was a young boy. She helped me understand that true leadership isn’t about control, but curation. She taught me to see things as they are rather than how I want them to be and she always encouraged me to always find the harmony and balance in things. To be charitable. These lessons and advice taught me how to build brands that feel like worlds — where people don’t just consume, they belong.
Thank you for that. Let’s jump to the core of our discussion. Can you share with our readers about the innovations that you are bringing to the travel and hospitality industries?
For years, people thought the “choice” was settled. Hotels for consistency. Airbnbs for character. Holiday homes for ownership. Timeshares for budget friendly value. The lines were drawn, or so it seemed.
But ask real travelers — couples, families, executives — and the truth is clear: none of these models solve the real problems.
Hotels deliver service, but strip away soul. Airbnbs offer charm, but introduce uncertainty and risk. Holiday homes give control, but demand management. Timeshares offer predictability, but restrict you.
Le Haus redefines luxury travel by combining all the best parts of hotels, airbnbs, holiday homes and timeshares and removing the bad parts.
A Le Haus Founder membership is lifetime access to a way of living. Members enjoy 30 days per year across curated Caribbean homes, all designed around restoration and community.
Beyond that, we’re creating a new ecosystem where people can rest, reset and restore — while globally connected and locally rooted.
One membership, many returns.
Which “pain point” are you trying to address by introducing this innovation?
The chase for options has created abundance — yet travelers still face scarcity.
Scarcity of ease. Scarcity of certainty. Scarcity of value. Scarcity of time.
That is why Le Haus was born.
Because what people actually want is simple:
The freedom of a holiday home without the responsibility.
The richness of an Airbnb without the gamble.
The service of a hotel without the impersonality.
The assurance of timeshare without the restrictions.
Le Haus takes away the scrolling, the second-guessing, the logistics that turn travel into another job.
One membership.
One concierge.
A curated portfolio of suites and villas where every detail is already designed for beauty, connection, and rest.
This isn’t another accommodation option. It’s the removal of friction — the last true moat in luxury travel. You can always build another hotel. You can always list another Airbnb. But you cannot manufacture peace of mind.
This is why Le.Haus isn’t just hospitality. It’s a members’ club. A movement and community that says the real luxury isn’t infinity pools or marble bathrooms. It isn’t even exclusivity. It is time.
Time reclaimed from planning. Time lived instead of managed.
How do you envision that this might disrupt the status quo?
The modern traveler is exhausted. They don’t want transactional hospitality — they want meaning, ease, and consistency. The pain point is emotional: burnout, overchoice, and disconnection. Le Haus solves this by offering permanent peace of mind: you always know there’s a beautiful, familiar place waiting for you in the world and only for a one time-never-recurring-fee.
It shifts luxury from ownership to access with identity. Hotels sell nights; we offer belonging. Timeshares sell contracts; we offer freedom. The industry has over-commoditized travel. We’re re-humanizing it — giving people a story and community behind every stay.
Can you share 5 examples of how travel and hospitality companies will be adjusting over the next five years to the new ways that consumers will prefer to travel?
The trends are already happening with many hotels opening with membership components to their offering. So membership ecosystems is a big one: Guests seek belonging, not just bookings. And over time will demand it, especially as AI pushes us to try harder to discover what makes us truly human. Loyalty programs, those that haven’t started already, will evolve into lifestyle memberships.
Slow living and slow luxury: Slow living has been on the rise for some time now. However slow luxury is for High-net-worth travelers who are beginning to trade excess for depth — fewer trips, longer stays, higher intention.
Localised design: Global brands will hyper-localize — hiring regional creatives, using local materials, and reflecting cultural authenticity. As well as partnering with spaces to create brand worlds — so you are not just buying the product, you are also living it. Many luxury, lifestyle, and consumer brands, including Armani, Dior, Bulgari, Gucci, Mercedes-Benz, Aston Martin, Nobu, etc, operate physical hospitality spaces such as hotels, restaurants, cafes, spas, and residences to enhance brand experience and customer engagement. These spaces translate a brand’s core values into tangible, immersive environments, offering unique experiences beyond traditional retail.
Wellness as resistance: Rest, not adrenaline, will define modern luxury. The future traveler wants recovery more and more. They are seeking harmony and balance and above all a community to belong to. A tribe.
Hybrid ownership models: Membership-backed real estate — like Le Haus — will replace both second-home ownership and hotel loyalty.
You are a “travel insider”. How would you describe your “perfect vacation experience”?
Effortless search, booking and arrival. Everything is taken care of. The scent of salt and sun. No itinerary — just rhythm. A slow breakfast, an afternoon nap, a swim at sunset, and laughter over dinner that lasts too long. Perfection, for me, isn’t opulence — it’s ease. It’s that feeling that the world has paused for you.
Travel is not always about escaping, but about connecting. Have you made efforts to cultivate a more wellness driven experience? We’d love to hear about it.
Absolutely. Le Haus was founded on the philosophy that rest is a form of resistance — resistance against burnout, against hustle culture, against disconnection. Our properties aren’t resorts; they’re sanctuaries. Every design choice — from scent to sound to schedule — is intentional.
We also integrate curated wellness retreats and conversations, like the Existential Thoughts podcast I co-host, to help our community reflect, pause, and evolve.
Can you share with our readers how you have used your success to bring goodness to the world?
I co-founded a charity with my mother in 2007 to help children in Africa but providing clean water, access to education and accommodation. Our motto is brighten the corner where you are. All my ventures are purposeful at their core and I have built platforms that foster community and opportunity. Whether it’s supporting local artisans in the Caribbean, mentoring young students, or using my ventures to highlight cultural excellence — my goal has always been to leave places better than I found them.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
I have this idea… Imagine if all the festivals that happen like Coachella, Glastonbury and Tomorrowland instead of staying in the same location every year, if they moved to new locations in deprived parts of the world and built infrastructure that would remain in situ after the festival, wouldn’t that be a wonderful thing? Especially in today’s world where there are so many easily accessible prefabricated structures that last over 15 years. This would be a triple win as the festival would do some good, the travelling revelers would get to experience more of the world and the locals would inherit the development.
Maybe another idea is a global movement around intentional rest. To make “doing nothing” socially acceptable again. If people truly understood how much clarity and creativity come from rest, the world would operate differently — with more kindness, patience, and purpose.
How can our readers follow you on social media?
Instagram: [@heironmind | www.heironmind.com]
LinkedIn: [@Ronald-Ndoro-Mind]
Le Haus: [@lehauswi | http://le.haus]
Existential Thoughts Podcast: [@lehauspodcast]
This was very inspiring. Thank you so much for joining us!
Ronald Ndoro Mind Of Le Haus On The Future Of Travel was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.