A Sense of Belonging
Housing a library of destinations that celebrate the curiosities of life, the mission of Aethos is to create environments where people feel seen, inspired and at ease. RLI conversed with company CEO Lily Wecker about how the business creates places people want to return to and how their growth continues to be purposeful and measured.
Having only joined the business in October, CEO Lily Wecker is in a unique position to say to us that she joined Aethos because it felt like a rare opportunity to shape a brand that was already doing something truly special. For a company that already has a strong sense of identity and spaces that feel like a home, a sanctuary and a place for real connections, Lily’s role is to nurture this vision and help it grow thoughtfully.
Today their footprint consists of nine operational properties in Europe with four in development, each one different but unmistakeably Aethos. Looking ahead, the focus is on expanding into new regions where culture, design and community resonate, while keeping the intimacy and soul that make the brand so special.
“Each property is chosen not for scale, but for culture, character and a sense of place. We have built Aethos as a platform for connection. Hence, our physical footprint is a collection of destinations that complement one another rather than a chain of identical and interchangeable hotels,” Wecker comments.
Their two most recent openings highlight the diversity of the portfolio. London Shoreditch, opened four months ago, was their first property in the UK and a major milestone for the brand. It is urban, social and layered; a place where you can drop in for a coffee and end up staying all day, whether you are working, meeting friends or just soaking up the energy of East London.
In contract, they also launched in Mallorca last summer, which has become a favourite for many guests. It captures a very different rhythm, light, calm and intimately connected to nature. People come to slow down, to reset and to really be present. It is a property that embodies the ethos of Aethos, creating spaces that feel alive but restorative at the same time.
Following these two launches, there are no new openings planned for 2026, a very deliberate move by the business. This will give them the necessary space to focus on depth, refine what they have built, strengthen their community and make sure each destination is performing to its maximum.
“In 2027, we will launch Aethos sites in Lisbon and Madrid, both vibrant cities where culture, neighbourhood life and our community-led approach feel like a natural fit. Long term, our ambition is thoughtful growth, reaching around 20 destinations by 2030. We want focus on organic growth rather than rush into new sites that do not align with our values,” explains Wecker.
As we move the direction of the interview onto the subject of e-commerce and social media, the CEO highlights that these platforms are how people connect with a brand, whether or not they have visited one of the properties. For Aethos, that means treating digital not as a marketing add-on, but as an extension of the guest experience.
For example, their Aethos Club app brings the Aethos world together in one place, connecting members across destinations, offering access to curated retreats and experiences and creating a space where their storytelling can live beyond physical properties.
As for AI and automation, Wecker is clear on its role in the company: “They should empower our team members and remove friction, not replace human connection. If technology can take care of the more repetitive, operational tasks, it frees our team to focus on what truly matters; the warmth, attention and real emotions that people remember.”
With more awareness placed on sustainability than ever before, Aethos do not treat the subject as a marketing angle, nor do they position themselves as an “eco brand”. Instead, they feel it is about making thoughtful, long-term decisions in how they build, operate and contribute.
This starts with resource efficiency; low-consumption lighting, water-saving systems and renewable solutions like rooftop photovoltaic panels where possible. This is paired with thoughtful design choices, durable materials and strong relationships with local producers and communities. In addition, their teams take part in employee-led initiatives like coastal clean-ups in Ericeira and native planting in Mallorca to help preserve local habitats. These are not PR moments, they are how the brand contribute to the places they are situated in.
Showcasing a strong sense of identity from the outset, this has been a key driver of the success the business has enjoyed to date. From the spaces they create to the way their teams engage with guests, it is this clarity that allows them to make decisions that are intentional rather than reactive, whether it is designing a new property, curating an experience or expanding into a new market.
Wecker also highlights that respecting the sense of place and context has been critical in this regard. She says that each property was designed to feel alive and authentic in its location, not imposed or cookie-cutter. That balance of identity, people and place is really what makes Aethos resonate with guests.
“For us, it is not about being the loudest or the flashiest, instead we create environments that are soulful and quietly luxurious, where every detail, from architecture to programming to human interaction, is considered and meaningful.”
Before our time with Wecker ran out, we asked about what was next for Aethos and what challenges lay in front of them.
“The greatest challenge is balancing expansion with preservation of character. Growth is exciting, but it is only meaningful if every new property feels unmistakeably Aethos and retains the authenticity, energy and attention to detail that define our brand. That is why we are investing heavily in our future generation of leaders, people who can carry forward not just our standards, but our values.”
