Spa & Wellness Consulting

In a spa investment our first question is not the floor area but the identity of the guest: a city hotel or a resort, or the residents of a complex; daily use or membership. Two spaces of the same size turn into entirely different programmes for two different target audiences.

At this stage the number of rooms, the pattern of occupancy, the length of the season and the competing facilities nearby are all put on the table; whether the spa will earn the hotel money directly or support room sales is settled from the outset.

• Type of investment (hotel / complex / villa / business)
• Target guest profile
• Number of rooms and occupancy pattern
• Seasonal / year-round use decision
• Analysis of competing facilities
• Certification objective
• Available area and its location
• Preliminary investment frame

At the concept stage what is drawn is not a list of units but the guest journey: through the flow from reception to changing, from the wet area to relaxation, the guest should never have to turn back or step onto a dry floor with wet feet. Hammam, sauna and steam room are ordered by heat stage; treatment rooms are moved away from sources of noise.

There is a second spa in the same plan that nobody sees: the staff and service corridor, the soiled-towel route, the stores and the technical spaces. A spa where the guest and the linen share the same corridor may look large on paper but is small in operation.

• Guest journey diagram
• Separation of wet and dry areas
• Unit list and m² distribution
• Heat staging (hammam–sauna–steam)
• Layout of treatment rooms
• Staff and service corridor
• Share for stores, laundry and technical space
• Concept presentation and revision round

In the feasibility study we read the investment under three headings: construction, equipment and the working capital needed up to opening. What really sets projects apart is the fourth: the spa's monthly cost of living, made up of energy, staff and consumables — the figure most investors face for the first time three months after opening.

On the revenue side, the service menu, the price tier and the operating model — running it yourself, leasing it or transferring it to a professional operator — are compared as scenarios. The decision rests not on estimates but on the data from your own facility.

• Construction cost items
• Equipment and furniture budget
• Energy and operating cost projection
• Staffing plan
• Service menu and price tier
• Operating model scenarios
• Break-even and return analysis
• Written feasibility report

Here the concept is translated into the language of mechanical, electrical and plumbing services: the capacity of the heat plant and its distance from the spa, ventilation and dehumidification routes, steam and water lines, floor falls and waterproofing details are all worked into the construction design. Our experience from site is at work here; we catch the detail that has been drawn but cannot be built while it is still on paper.

With equipment we begin from the specification rather than the brand: for every unit, criteria are written for capacity, energy consumption, spare parts and the service network available in Türkiye; the alternatives are set side by side against those criteria. We take no commission from any manufacturer; the selection is made at the table, in front of you.

• Mechanical, electrical and plumbing coordination
• Heat plant capacity and location
• Ventilation and dehumidification design
• Water, steam and drainage lines
• Waterproofing and floor fall details
• Equipment specification by unit
• Brand comparison with alternatives
• Construction design approval

Whether our own team carries out the work or your contractor does, seeing the design executed exactly as drawn on site takes a separate effort. We check the work that becomes invisible once it is closed up — waterproofing, falls and buried services — in place before it is covered, and tie every critical stage to a photographic report.

The small short cuts taken on site — a grille moved, a fall neglected — come back after opening as odours, condensation and standing water. The job of supervision is to cancel that bill before it is even issued.

• Construction programme and stage plan
• Check of waterproofing before it is closed up
• Floor fall and gully measurement
• Record of buried service routes
• Material approval process
• Supervision of equipment installation
• Report on departures from the design
• Photographic site records

At commissioning every unit is tested under real load: from the hammam kurna to the steam room's condensate drainage, from the sauna heater to the ventilation balance. The systems are watched not one by one but working together, because problems usually appear at the points where they meet.

Your team is given on-site training in service standards, hygiene routines and the use of the equipment; the service menu and the opening plan are finalised together. Through the first season we read your operating data together and fine-tune the arrangement to the way the spa is actually used.

• Commissioning tests unit by unit
• Water and air quality measurements
• Setting up the automation scenarios
• Staff training (service, hygiene, equipment)
• Final check of the service menu and prices
• Handover of the maintenance and cleaning plan
• Trial operation before opening
• First-season performance monitoring