Pillar Wellbeing

From proven European wellness clubs to US market strategy.

As we expanded from Europe into the American market, Fijordo helped us connect with the right partners and think through our strategy in a grounded, actionable way.

Harry Jameson, Founder & CEO, Pillar Wellbeing

Pillar Wellbeing

The situation

Pillar Wellbeing had already proven the model in Europe — premium members clubs operating inside Raffles London at The OWO and Fairmont Doha, with a leadership team that includes Harry Jameson (20 years managing wellness for heads of state and corporate leadership at Nike and Apple) and Pillar Kitchen by Jason Atherton (2 Michelin stars, 15 restaurants globally). Brand partners included Lululemon and Technogym. Events for Julius Baer and Aston Martin. Showcases at Soneva Jani, Soneva Fushi, and Mandarin Oriental Bodrum. The US market was the next frontier.

Pillar Wellbeing members club interior
Pillar Wellbeing wellness programming
Pillar Wellbeing fitness space

The challenge

The US wellness market operates differently. Pillar’s license model — 10% management fee with site development fees and minimum annual earnings guarantees — had worked inside established European luxury hotels. But finding the right US property partners, navigating different deal structures, and adapting a data-led wellness approach (proprietary assessments, biomarker tracking, Whoop integration) to American expectations required local knowledge and relationships Pillar didn’t have. Without the right introductions, the expansion would be slow and speculative.

What Fijordo did

What Fijordo did

Fijordo worked alongside Pillar Wellbeing to evaluate the US market and identify the right entry points.

  • US market evaluation: Assessed specific opportunities for club placement — including PAMI Development, a 73-unit, 190K SF tower at 157 NE 24th Street in Miami (Kobi Karp Architecture)
  • Property partner introductions: Facilitated conversations with aligned hotel groups and developers whose properties matched Pillar’s club-in-hotel operating model
  • Club placement framework: Developed evaluation criteria for US locations based on Pillar’s license model, membership density requirements, and brand positioning alongside Equinox, Soho House, and Remedy Place
  • Strategic advisory: Ongoing guidance on deal structures, market positioning, and which opportunities to pursue vs. walk away from

The results

The engagement is ongoing. Fijordo provided the US-side evaluation and relationships that Pillar couldn't build from London.

Outcomes

  • Evaluated specific US properties for club placement, including a Miami development opportunity
  • Developed a repeatable framework for assessing new US locations against Pillar's license model
  • Introduced aligned hotel groups and developers for potential partnerships
  • Established an ongoing advisory relationship supporting long-term US market entry

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