NEWMARK HOTELS & RESORTS: African Hospitality with the Newmark Quality Stamp

Check in to the Dock House Boutique Hotel in Cape Town, right next to the vibrant V&A Waterfront-a beautiful Victorian building with colonial architecture-and enjoy five-star hospitality in the Mother City complete with traditional chandeliers and ornate ceiling cornices. It’s luxury in a historic setting. On the same trip, find a home away from home in the Catalyst Hotel Johannesburg. Different from the Dock House, this modern, polished apartment-hotel property is home to sophisticated professional facilities in the heart of Africa’s most sought-after business district. The Catalyst could just as easily be part of a high-end international hotel chain, while the Dock House could be a family-owned asset. However, while very different, the two are managed by the same hospitality management company – & Resorts. This African specialist has repositioned its brand over the last four years, becoming recognised as one of the leading experts in luxury hospitality. 

“We manage hospitality assets on behalf of private owners, family trusts, investment funds, and corporate operators overseeing all aspects of the asset’s performance. This includes finance, operations, marketing, HR, sales, revenue generation, reservations and development. Our role is to take full responsibility for the asset, ensuring it’s managed to the highest industry standards and delivering strong returns to the owners. We handle the day-to-day management and drive the asset’s success to meet the owners’ goals,” opens COO Mike Vroom.

Newmark manages properties across South Africa, Mauritius, Zanzibar, Tanzania, and Nigeria, and each market is understood by local experts. Within the company’s portfolio, which is now made up of around 30 unique properties, you will find hotels, hotel/apartments, lodges, wellness retreats, safari reserves, beach villas, luxury pods, and more. Each is managed independently, with a key focus on individual and authentic experiences while delivering positive yields to the owners.

Because of the style and way Newmark manages and delivers on their business model, the brand has emerged and grown significantly since 2020. Vroom explains that growth has been significant, and the leadership team has adapted its strategy to capitalise on a booming market. 

“People often forget the impact Covid had on the hospitality industry – it feels like everything was quickly overlooked. It was an incredibly tough time for everyone,” he recalls. “I’m proud to say we managed to keep every one of our hotels operational and took care of our staff. Each property has its own financial profile, but we successfully kept them all afloat before experiencing four remarkable years of growth. At the start of 2020, we had nine properties, and now we have 28 – this is some of the fastest growth we’ve ever seen. We’re continuing to build momentum, and that’s fantastic for our portfolio.”

ABSOLUTE INTERACTION

Newmark understands that the quality of service delivered is about so much more than just the location. While all of its properties are brilliantly and strategically located, the service delivery on site has to match up to the prime position. This means every single input, from cutlery, to pillowcases and room decor, to—importantly—interaction with staff. 

“During Covid, many aspects of the industry shifted to digital,” Vroom explains. “However, we noticed a dilution in the guest experience, and after conducting research, we discovered that many people missed the personal interaction. At a five-star hotel, the bed, mini-bar, and breakfast are all standard expectations, but what we didn’t anticipate was how many guests valued the interaction and the connection to local culture through conversations with our staff. We’ve taken a thoughtful approach to what we digitize and what we don’t. Our goal is to show that we can still offer meaningful, personalized engagement with our guests, as that’s where truly memorable experiences are created.” 

This insight helps to separate Newmark from larger corporates in southern Africa that can provide clean and beautiful hotel rooms, but don’t help travellers to engage with the local community. At the start of 2025, research across the industry found that eco-tourism would grow by more than 13% this year. This type of travel is characterised by people putting more attention into sustainability and authentic local experiences. Research from Booking.com confirmed this, finding that 47% of travellers are eager to connect with locals. Newmark, through its staff, can deliver memorable, sustainable experiences, and Vroom is prepared for this trend. 

“All of our new projects, and those in the pipeline, will have a strong focus on sustainability,” he says. “In the Serengeti, we operated off-grid, where we had to either truck in supplies or use what was available in the surrounding environment. It was a valuable opportunity for us to learn how to make our operations more sustainable. Whether it’s construction, energy use, or recycling, there’s a lot of talk around sustainability, but not enough action. We prioritize sustainability by working more closely with local producers and family run businesses. For us, collaborating with the local community is the only way to be truly sustainable, ensuring that they thrive alongside us.”

These communities are sometimes remote populations in off-the-beaten-track locations where, despite being close to popular tourism hotspots, there is little economic activity. Delivery of memorable experiences in these settings is where Newmark continues to build its brand as the best on the continent.

“We are a truly African brand, and that is central to our success,” Vroom asserts. “We are an African management company, led by Africans, and working with Africans. Our deep immersion in the cultures of the areas we operate in has been crucial to our growth. There’s a unique energy in Africa’s soil that you can’t find anywhere else in the world. Understanding that energy, along with the local nuances, and collaborating with the right financial institutions and partners on the ground, has been a key driver of our success.”

Newmark’s success shows no signs of letting up. Brand South Africa is enjoying a strong position in the global markets, with many still captivated by the wildlife and unspoilt nature and allure of cities with an altogether different feel. Almost nine million international travellers arrived in the country in 2024, an increase of more than 5% from 2023.

“There’s an unprecedented influx of people looking to explore South and Southern Africa,” he says. “In recent years, we’ve seen that bucket-list travel for 60- and 70-year-olds now mirrors that of 30- and 40-year-olds. We’re now focusing on how to share the essence of our business with those coming to Africa to experience everything this unique continent has to offer. There’s truly no place like it. I’m always excited about the development of people in Africa, and it’s inspiring to see how our team grows as they seize new opportunities.”

He also notes that Newmark is closely monitoring the eco-tourism trend and understanding its impact on the environments around their properties. Additionally, he highlights the rise of the ‘digital nomad’ lifestyle as another trend Newmark is ready to embrace.

AFRICAN AT HEART  

Newmark was established in 2007 by CEO Neil Markovitz and the vision has always been to excel in Africa. Thanks to quality delivery and a proactive strategy, European property owners are now looking to Newmark to help them grow reputation. Vroom says that Africa will remain the focus as the company builds on its strengths internally.

“We have a dedicated development team that focuses specifically on acquiring new management contracts and assets, but we also receive weekly calls with various opportunities. Our goal is to make meaningful changes in the businesses we engage with and to be a profitable part of their success. We don’t take on businesses just for the sake of expanding; we need to be able to solve real problems and add value to the business that we take on.”

Recent portfolio additions include Hupenyu Lodge in Zimbabwe situated above rapid five, Shirazi Resort and Villas in Tanzania, and exciting developments in Uganda, Caprivi strip in Namibia, and the Cape Winelands.

“It’s crucial that our assets align with the uniqueness of our portfolio,” Vroom explains. “Most of our properties stand out due to their location, whether it’s the building itself or the history of operations. We focus on providing bucket-list experiences, and we’ve recently opened or are about to launch new ventures in Uganda, Rwanda, Zimbabwe, and the Seychelles. We also prioritize properties in key feeder locations like Cape Town, Johannesburg, and Mauritius, as these iconic properties perform exceptionally well for us. We’re keen on pursuing opportunities that fit within our business, and we’re not afraid to explore quieter or emerging areas, seeing them as great opportunities to introduce new destinations to our travel network.”   

Post-Covid, Newmark has worked hard to put its brand front and centre, reinforcing a focus on quality, ensuring that guests and owners associate the organisation with excellence. 

“Previously, the Newmark name was never visible on any of our hotels,” Vroom explains. “We were always a subtle brand in the background. However, we’ve changed that approach. While we still operate as a sub-brand, displaying our name more prominently now serves as a stamp of approval, signalling that these properties are among the best available. 

“We’ve become an employer of choice over the past five years, and our business is one that people want to work for,” he adds. “Hospitality thrives on people, and the number entering the market slowed down in 2020. We’ve put in a lot of effort to position hospitality as a sector with strong career growth opportunities. Now, we’re seeing a significant influx of talented individuals joining our business and the industry, which is a huge shift from where we were before.” 

GROWTH MINDSET 

Vroom sees Newmark growing rapidly alongside the tourism industry, working closely with clients as they aim to solidify their positions at the top of the market. The luxury market is expected to grow by 9.2% by 2030 and brand positioning in the market is vital when it comes to capturing share. 

“A key part of our strategy moving forward is ensuring we understand how the business impacts the owners, staying present and accessible to them,” he explains. “Because we are so hands-on, we often accompany owners in choosing everything from cutlery to linen. We need to maintain this level of involvement consistently across our portfolio while adopting a growth mindset.”

He adds: “This may require us to adopt more corporate practices, but without sacrificing the authenticity and attention to detail that define our business. We must always keep our finger on the pulse. When we’re unable to get involved in the smallest details that an owner may not fully grasp, that’s when we risk losing what we’ve worked so hard to build.” 

Vroom understands the luxury market in southern Africa having worked in senior positions across the Liz McGrath Collection in the Western Cape as well as the Cape Grace and world-renowned Saxon Hotel in Johannesburg before moving to Dubai to successfully open a large luxury hotel. He returned to South Africa in 2018 to drive a fresh growth strategy for Newmark Hotels which has, so far, been very positive. 

Part of this has been deep collaboration with the local supply chain which Newmark is obsessed with as part of its mission to uplift communities in which it operates. 

“A large part of our supply chain is managed by our central head office in Cape Town, including booking platforms, online distribution, and operating systems,” says Vroom. “When it comes to procurement, working in Africa presents its challenges, so we focus on four or five key suppliers for critical touchpoints, such as linen and amenities. For the look and feel of our properties, we work exclusively with two or three interior designers who truly understand our vision. 

“We have 10 hotels in Cape Town,” he continues, “and we maintain a consistent supply chain across all our properties to ensure quality at the best price. We also work closely with individual suppliers of food and other materials, through our Executive Chefs and Sommeliers. It’s all about building relationships within our communities while maintaining a supply chain that works for us. For example, we partner with Cape Fish in Cape Town for all of our hotels. We have a close relationship with the owner, and we know that the money we spend with them directly benefits the local community. We also ensure that the fish is sourced sustainably and that the supply chain meets our high-quality standards.” 

He adds that approaching a distributor with a mass product portfolio, sourcing everything in one place, would make life easy, but that does not suit the Newmark mantra. “We want to grow our community and that is what makes us different from others,” he says. 

The changing trends among travellers, and the changing demands from property owners, mean that now is a time for investment in local knowledge and understanding combined with exposure to world-class standards. Newmark Hotels is a proven provider. Whether its in the sunny garden of the Dock House or the misty beauty of Victoria Falls, Newmark delivers when it comes to memorable and authentic experiences.