Soho House Goes Private in $2.7 Billion Deal While Trying to Balance Exclusivity and Travel-Friendly Scale

For Soho House members who know which corner of the rooftop to claim at golden hour in West Hollywood, or which spa therapist to book in Istanbul, the brand’s value is personal. Now there’s a more solid number to that value: the exclusive club is going into private ownership again for $2.7 billion, with a significant new investment from MCR Hotels — the third-largest hotel owner-operator in the United States and the brand behind beloved accommodations like the TWA Hotel and Gramercy Park Hotel.

Soho House debuted as a single London club in 1995 and grew to dozens of locations in major cities around the world over the next two and a half decades. The company went public in 2021 with the promise of global cultural cachet and members-only lifestyle hospitality. Since then, its footprint has expanded rapidly: from 33 Houses in 2021 to 48 operating or opening today. Along the way, it’s added more than 200,000 members worldwide. But the company traded far below its IPO price on the public market, and reviews of membership have been weighed down by criticism over diluted exclusivity and patchy service. As Jay Choyce Tibbitts put it, “exclusivity doesn’t scale.”

@jaychoycetibbitts Lowkey soho house is about to get so much better #sohohouse #luxury #lvmh #strategistreadstheroom ♬ original sound – Jay Choyce Tibbitts

It’s hard for a brand that’s in so many places to claim exclusivity, and even more so when popular places are slammed with members crowding the pool chairs. Expanding to new cities brought new members and higher annual dues — but also complaints of eroded service, long waitlists, and overcrowded rooftop pools, particularly in major cities like New York and Los Angeles. Leaving the growth pressures of the public markets could help the leadership focus on improving the existing clubs, experiences, and membership levels.

By stepping off the public stage, Soho House is betting on long-term control less dictated by quarterly earnings reports. For members looking for the level of service Soho House built its name on since before the turn of the millennium, the hope is that as much attention is paid to the travel set who want the exclusive atmosphere and community whether there’s a “House” there or not.

Luxury versus access

Much of the brand’s traveler appeal lies in its physical Houses — stylish members-only properties in places like Amsterdam, Mumbai, and Nashville that combine boutique hotel rooms with lounges, pools, wellness facilities, and event programming. Members in the “Every House” tier can book rooms, attend global events, and plug into coworking or spa perks in more than 40 cities.

But Soho House has been scaling that value without relying on property at all. The “Cities Without Houses” (CWH) membership allows members to join communities without needing a brick-and-mortar presence. Think global access to club spaces, events, hotel rooms, and member benefits, even if your city has no Soho House at all. The CWH plan is available in 80-plus locations from Bogotá to Zurich.

The draw is clear for digital nomads, remote professionals, and frequent international travelers. The cost is lower than traditional tiers, the perks still include room discounts and club entry when traveling, and CWH members often get dedicated programming — from Milan Fashion Week art dinners to live jazz in São Paulo and curated weekends in the Scottish countryside.

Applicants still go through a vetting process focused on creative fields and cultural contribution. But the model has allowed the company to expand its member base, test demand in new markets, and foster community before committing to real estate — with the tradeoff between scale and exclusivity.

For travelers, the next chapter of Soho House may be defined not by luxury, but by access. As more professionals blend remote work with international travel, and lifestyle brands race to offer something “members-only,” Soho House is still one of the few with real-world infrastructure behind the brand mythology. Its value lies in the consistent vibe across time zones, the ability to land in Istanbul or Toronto and know there’s a network waiting.

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