Luxury Hotel Group Invites Travelers to Take Home More Than Just a Photo on Their Next Vacation

TORONTO, February 2, 2010 – The need to acquire knowledge, perfect a new skill, or further a particular interest directly influences the choices we make and contributes to a happy and healthy lifestyle. But why let learning stop while on vacation? Travelers seeking inner fulfillment and a little self-improvement can check in with Apprentice-Trips by Fairmont, an innovative collection of experiential packages that help guests acquire a talent, brush up on a favorite hobby or just learn something new.

Consumer research from the Ypartnership, a global marketing communications agency specializing in travel, reveals that almost one out of every three affluent travelers now wants to learn a new skill or activity during a vacation, while a recent focus group of Fairmont Hotels & Resorts’ most frequent guests indicates more than 70% of those surveyed want to get outdoors and participate in programming that includes a learning element.

In light of these findings, Fairmont Hotels & Resorts fashioned the Apprentice-Trips by Fairmont program. Whether it’s learning a second language, following how a governmental bill becomes a law, appreciating how the nose affects the brain, or mastering the ancient art of falconry, Apprentice-Trips by Fairmont provide experiences that can transform that next vacation into a skill for life. Offerings include:

· The iconic Fairmont Le Château Frontenac is the perfect home base to discover the unique character of Quebec City. With the hotel’s “Parlez-vous français?” French Immersion Package, travelers have an opportunity to learn or refine their French language skills while exploring one of North America’s most dynamic and vibrant locales. Package includes seven nights accommodation in a Fairmont room, five private French courses with a local linguist (3 hours/day), daily buffet breakfast, a guided city tour in French, a tour of the historic Chateau in French, and a welcome delivery including a souvenir French book and fruit basket. Rates start from $435 CDN per night.

· Beer lovers can rejoice at The Fairmont Copley Plaza, Boston. The hotel has partnered with Samuel Adams to offer an exclusive brewery experience. In addition to overnight accommodation, the Samuel Adams Behind the Scene Boston Brewery Package includes a private tour of the brewery followed by a private tasting of Samuel Adams Boston Lager and limited edition beers in the brewery’s barrel room. Guests then return to the hotel’s celebrated Oak Room for a three-course beer-pairing dinner prepared by Chef Stefan Jarausch and hosted by a Samuel Adams beer expert. The package also includes an in-room Samuel Adams “Bucket of Cheer” amenity. Offered January-May and September-December, rates start at $429 USD per night.

· Admiring the Sheikh Zayed Grand Mosque across the creek from Fairmont Bab Al Bahr in Abu Dhabi, one can see that this city is overflowing with Arabic tradition and culture. In honor of Emirati heritage and the falcon, the national bird of the UAE, Fairmont Bab Al Bahr’s Heritage Takes Flight package allows guests to learn more about traditional Bedouin beliefs while mastering the skill of Falconry. Package includes four nights of luxurious accommodation, two consecutive half-day falconry demonstrations and a tutorial, hands-on interaction under close supervision of the falconer, and a guided tour of the Sheikh Zayed Grand Mosque, the largest mosque in the United Arab Emirates. This four-night package starts from AED 9,000 and bookings must be made 10 days in advance of arrival.

· According to the U.S. Constitution, only three steps are necessary for a bill to become law. The Fairmont Washington, D.C. will help you know the players and the process with the hotel’s new How to Pass a Bill In Washington Package. The package includes: pre-arrival tips from a federally-registered lobbyist on how to craft your agenda, a suggested itinerary, overnight accommodation for two adults and two children, a welcome amenity of the U.S. Constitution or the Declaration of Independence and a mini American Flag. The How to Pass a Bill in Washington package starts from $209 USD per night on weekends and $399 USD through the week.

· At The Fairmont Monte Carlo in Monaco, learning “nose” no bounds thanks to the Magic of Aromachology. With this exclusive experience, guests learn the sense behind scents under the expert guidance of a master perfumer. From discovering exotic oils and a wide variety of aromatic techniques to finding out how and why perfumes and other scents affect our emotions and behaviors, fans all of things fragrant will not be disappointed. Full package inclusions consist of two nights accommodation, an aromachology workshop in the Galimard perfumery of Eze Village, a 60-minute aromatherapy massage for two at the Willow Stream spa, and daily buffet breakfast. Available year-round, rates start from €513 per night with a two-night minimum stay and seven-day advance booking required.

· The grass is greener at Fairmont with its new Tees to Greens experience offered at The Fairmont Banff Springs (summer) and Fairmont Scottsdale (winter). Perfect for golfers and green thumbs who’ve always wondered how world-class golf courses keep their grass healthy and ready for play, Tees to Greens provides an in-depth look at innovative landscaping measures such as grass maintenance, turf management, conservation practices, new technology, equipment and other trade secrets. Guests are taught useful on-course techniques such as the proper way to rake a bunker, how to repair ball marks, and how maintenance practices can affect game strategy. Not wanting it to be all work and no play, the package also includes nightly accommodation and one round of golf per person, per day. Available on weekends throughout the summer, rates at The Fairmont Banff Springs start from $799 CDN per person, per night. At Fairmont Scottsdale, pricing starts from $391 per person, per night through April 30, 2010.

· Montreal is not just a great city; it’s an island city and a surfer’s paradise! Adventurous guests looking for their next big challenge should forgo widely known haunts and catch a break riding Big Joe, the world’s tallest standing wave, just minutes from downtown. With Surf’s Up Montreal , Fairmont The Queen Elizabeth lets travelers in on one of the city’s best-kept secrets. Hidden behind Habitat 67, three permanent waves in the St. Lawrence River give awesome thrills to all surfers, beginners and pros alike. Package includes two nights accommodation, one day of surfing lessons with a pro from Kayak Sans Frontières (KSF), where guests learn the basics of river surf at two locations in Montreal, surf equipment rental, daily buffet breakfast and a take-out snack to keep energy levels up. Available from May 31 – September 1, 2010, this two-night experience starts at $379 CDN per night. Valid only on Fridays and Saturdays.

· A visit to The Fairmont Sonoma Mission Inn & Spa should be on the agenda for oenophiles looking to further their appreciation of wine. With the resort’s Sommelier Experiential Package, travelers get hands-on to fully discover the wines and locally inspired cuisine of this famous region, discover an assortment of sommelier secrets, and enjoy some expert tutelage on the next wave of up and coming wines. Package includes a signature wine and cheese amenity upon arrival, two nights accommodation in a suite, daily breakfast, VIP tour to Benziger Family Winery, wine-paired Chef’s Tasting Menu dinner for two in the Michelin-star Santé, and a sommelier-led tour to two local wineries. Available through August 2010, rates for this two-night experience start at $1,235 USD. This package must be booked two weeks in advance of arrival and a deposit of $625 USD is required at the time of booking.

· At Fairmont’s newest hotel in Vancouver, guests with a sweet tooth can bake their cake…and eat it too! At Fairmont Pacific Rim, baker wannabes can enroll in a private desserts class geared exclusively to their culinary level with the hotel’s Sweet Designs Package. Offer includes a consultation call with the hotel’s pastry chef, a tour of the scratch kitchen, four hours of private instruction in the pastry shop or climate-controlled chocolate shop, and a personalized chef’s jacket. The icing on the cake? Guests take along their creations to enjoy at home. Priced at $299 CDN per person, reservations are required and can be made by calling the hotel’s Catering Department at 604-695-5452. Room rates start from $229 CDN per night.

· When it comes to throwing the ultimate spa party, leave it in the hands of the experts at the Willow Stream Spa at The Fairmont Turnberry Isle Resort & Club in Miami to do it with aplomb. This official girlfriends’ headquarters has introduced a new Gal Pal offering to teach ladies how to create their own B.F.F. – Backrubs, Facials & Foot scrubs – Spa Night with interactive demonstrations from leading therapists. As part of this fun educational experience, guests get hands-on to learn proper massage, facial and exfoliating techniques and receive a take-home gal pal party pack that includes spa and smoothie recipes, a list of suggested BFF Spa Night themes and a box of angel cards. Out-of-town guests can turn their Gal Pal experience into a girlfriends’ getaway with spacious rooms starting at $399 USD through April 14; $299 USD from April 15 through May 31; $179 USD from June 1 through September 30; and $299 USD from October 1 through December 19, 2010.

· Experience the architectural prowess of one of the Middle East’s most dynamic cities with a package that combines the best of hospitality excellence and the soaring feats of the world’s tallest building – Burj Khalifa. With Fairmont Dubai’s new Fairmont City Towers package, guests enjoy a helicopter tour highlighting the newly debuted Burj Khalifa, the Palm Jumeirah and the history-rich Dubai Creek, followed by a lively discussion on the current building phenomena in Dubai with Jeffrey Roberts, editor of Middle East Architect magazine. While discussing the latest trends in the industry, including building sustainability and cultural projects in the region, guests will enjoy a private dinner in one of the hotel’s recently refurbished penthouse suites. Package also includes two nights accommodation in a suite and admission for two to the ‘At the Top’ tour from level 124 of the Burj Khalifa. Priced at AED 5490++ (approximately $1,500 USD), this two-night package is valid through December 30, 2010.

· Environmental consciousness and “malama ‘aina” (taking care of the land) are on the curriculum at The Fairmont Kea Lani, Maui. With the hotel’s new Eco-Learning Package, guests start by choosing one of five eco-learning activities helping to preserve Haleakala National Park – discovering the history of this spectacular volcano, maintaining a beautiful oceanside trail, learning all about organic farming in a rainforest by becoming a helping hand, removing invasive species near some of Maui’s remaining sand dunes, or helping preserve Hawaii’s archeological sites by planting native species. Guests also enjoy three nights of suite accommodation, a cultural walking tour of the hotel, a three-course sustainable dinner for two, a tote bag made from recycled materials and a reusable water bottle as a welcome amenity. Guests may also participate in the hotel’s complimentary Hawaiian Canoe Experience and learn not only the basics of outrigger canoe paddling but also the significance of paddling to Hawaiian culture. Available year-round, package rates start at $419 USD per night.

Guests can visit http://www.fairmont.com/promotions/apprenticetrips for a full list of Apprentice-Trips by Fairmont experiences. All Apprentice-Trips by Fairmont packages are subject to availability, priced per room, per night, exclude taxes and are based on double occupancy unless noted otherwise. Prices quoted are in local currency. For reservations, please visit http://www.fairmont.com, call 1-800 441 1414 or contact your local travel professional.

ABOUT FAIRMONT HOTELS & RESORTS

A leader in the global hospitality industry, Fairmont Hotels & Resorts is a celebrated collection of 59 distinctive hotels, which includes iconic landmarks like The Fairmont San Francisco, Fairmont The Norfolk, Nairobi and Canada’s Fairmont Banff Springs and more than 20 new properties in development, including London’s The Savoy and the Fairmont Peace Hotel in Shanghai re-opening next year following extensive restoration programs. Fairmont hotels are one-of-a-kind properties where sophisticated travelers can discover culturally rich experiences that are authentic to the destination. Situated in some of the most exclusive and pristine areas in the world, Fairmont is committed to responsible tourism and is an industry leader in sustainable hotel management with its award-winning Green Partnership program.

Fairmont is owned by Fairmont Raffles Hotels International, a leading global hotel company with 94 hotels worldwide under the Raffles, Fairmont and Swissôtel brands. The company also manages Fairmont and Raffles branded Residences, Estates and luxury private residence club properties. For more information or reservations, please call 1-800-441-1414 or visit www.fairmont.com.

There is so much to love about Napa Valley’s Swanson Vineyards – the experience of their Wine Tasting Salon, the quality of their Merlot, Cab, Chardonnay, Pinot Grigio & sweet wines, their attention to detail, the pedigree of their Oakville estates vineyards and Chateau Petrus-, Dominus-, Caymus-educated winemaker, Chris Phelps.

But what I love most about Swanson Vineyards this year is that they have taken care of my Valentine’s Day shopping already. This gift box comes with a beautiful bottle of Alexis Cabernet Sauvignon and a hatbox of dark chocolate bon-bons, which I will order now to have delivered before its too late!

This is Part I of a series of interviews with Graham Kos regarding his role with the Destination Club previously known as the Solstice Collection. – Ed

Remind our readers about what the Solstice Collection was, and what it meant to you and to the members at first.

Our model was small to begin with – our original plan at the outset was to have 7 exceptional homes and 42 members. I originally found the destination club industry compelling as, for the first time, it presented a real estate investment model that allowed you to purchase a category of real estate ( high end second homes ) which historically had the greatest appreciation over time but typically was not acquired for strictly investment purposes. In addition, it was a uniquely fun and creative project that took you to the most beautiful locations in the world.

In the beginning, I had an extremely small but very effective team. I did not hire my first “employee” for the company until year three. I did not take a salary for myself the first two years nor did the company have an office during this time. We were able to accomplish quite a bit with a very small budget. Our secret weapon was my wife, Shay, who did all the design work for Solstice. It was her style, her vision, her way of living that we were selling.

We had great PR, and we received many awards – Best of the Best for three years from Robb [Report], and two years from Business Britain. We raised our rates to the highest in the industry, we bought more properties, our credit lines were solid, and things were going well.

To us, Solstice was more than just a business venture – it was a vision; a way of seeing and indeed a way of being. It also fulfilled a need that I saw consistently with those who I knew were on the UHNW [Ultra High Net Worth] level: to travel in the most elite, seamless manner possible – and not with a lot of extra services by the way! We wanted members to have a real second home experience and with homes that had soul, a story, reflected by great interiors. Where other clubs had a very generic approach to interior design, we had furniture from the best European design houses, original art and sculpture, all hand picked from French flea markets in Paris and Lyon, or made specifically for us. Each item reflected the Solstice vision. We had a Villa in Florence whose façade was created by Michelangelo, a residence deep in the Amazon rain forest, a home in Aspen, designed by a famous young architect, Scott Lindenau, and our newest property, the home in Napa, that took about four years to build, as each stone had to be removed from an old Pony Express office in Texas, and brought here to [the] Napa Valley. I co-architected the home, and Shay did the interiors.

One of the greatest challenges along the way was balancing sales and profitability with the original vision of quality and uniqueness – these two concepts are often at odds in a business proposition and balancing these two somewhat conflicted concepts was one of the underlying issues of contention with the Parallel Group.

How did the merging and de-merging with Parallel affect the structural integrity of the Solstice collection?

We had very high hopes at the time of the Parallel merger. At the time they were a new high end destination club competitor, and we thought that merging would give our members and their members more access and variety of high-end homes. We thought also economically it made sense, but in the end, their focus – making Solstice into a much larger club – and ours, doing so without sacrifice to the quality and uniqueness – just did not jell. We also believed that with the merger additional monies would be invested to expand the portfolio and subsequently that did not happen. So, with the help of a Swiss investor who provided the money to de-merge, we de-merged. This was a necessary step, but it began a process where the de-merge circumstances began to control us, we did not control them.

After the de-merge in May of 2008, ironically, other things became clear but also painful. We took back management of the club in June and then spent the first 90 days closing our Scottsdale office and dramatically downsizing management. A month later Lehman went bankrupt and our phones literally stopped ringing. Our business model was not fundamentally different than others in the industry and it required a certain amount of sales to support the development side of the business. The combination of an abrupt end to sales, and mounting membership redemptions caused great stress to the model. As difficult as these issues were to deal with an even more daunting issue was our main credit facility – the Fortress debt – was coming due at year‘s end, and our lender, like many others at that time, was calling every loan they could (our interest rate had no floor and was yielding just 3.5% – not a terribly attractive yield to a hedge fund). The environment for new lending was extremely difficult at the time.

How did the decline begin, and when did Solstice declare bankruptcy?

2008 was a difficult year as for many reasons, potential members just weren’t committing to Solstice, even though many loved the idea. In the beginning of the year our unwinding from parallel seemed to distract from our core sales efforts. We remained optimistic that once past this distraction things would return to normal – they did not. I was asked by certain members of the advisory board to step down in November of 2008. I agreed to do this, despite my misgivings, on the condition that they provide me with a viable plan to retire or replace our existing credit facility coming due at year end. After all I was personally liable on the debt. I actually never received an official response to that proposition as a few days later, after employees left the office one by one , I was informed by a third party in my now empty office that I had been removed by the board. In March of the following year Solstice declared bankruptcy.»

Could you explain the relevance of the Fortress debt and how that impacted – both positively and negatively – the fate of Solstice?

Fortress is a hedge fund and manages private investments. They provided a $50M credit line for Solstice in the summer of 2006. We were allowed to draw 40% of the cost of homes, furnishings and closing costs with that credit line.

At the time we placed the debt Fortress was a new player to the space. Prior to our securing this debt only Textron and Capital Source were lending in this area. From the outside looking in I am sure that this financing would appear to be simple but the reality was that you were purchasing and lending in many different countries – all with different laws regarding lender and borrower rights. At the time we secured this financing it provided the lowest cost and greatest flexibility of any facility that I was aware of in the destination club market, including all the largest clubs. But then again, the Fortress debt was one that our Member Advisory board eventually had issues with: they suggested it was a mistake to fund long-term assets with short-term debt. Like we didn’t know this? The reality was this completely ignores the fact that no long term debt was available in the marketplace at that time (after all, this was a new and unproven industry). Another suggestion I have heard put forth is we took out the line of credit knowing we could never pay it back. That is so ludicrous – I don’t even want to discuss it.

I tend to focus on the bottom line and as it relates to financing the bottom line is no new third party financing was ever put together by the new management last year save the club. I believe now, as I did then, that it was extremely reckless to take control of the club with no plan in place and no past experience to fully understand the all the challenges the club faced.

Part II will be Published Soon.. -Ed

When did you know that you had been removed from Solstice LLC? What lessons did you learn from that day?

It was in first week in December of 2008. The Board members voted me out, and I had to leave. But when I left, I left what was at that time still a viable, functioning club. In retrospect, I found it very disconcerting that despite having achieved a certain degree of success over the preceding 5 years no one had bothered to inquire if a plan existed to retire the Fortress debt – by the way – there was. It was not until the day before new management put the club into bankruptcy that I was queried on my intentions!

One of the lessons I learned from that day, that irrespective of the facts and circumstances, there are always people that think they can do a better job than you. I believe there was more than a degree of arrogance, ego and the desire for control on the part of a few that lay at the base of their intentions and actions. What I saw evolve was a small group of individuals that desired to take control of Solstice but seemed to want to avoid the responsibility that, at least I believe, would go hand in hand with the taking of control. In order to justify their actions and absolve themselves from responsibility they would need a scapegoat to blame things on in case things did not work out under their directorship. I was the lucky scapegoat. Actually to be fair, Shay and I were both blamed for all of Solstice’s ills ( including the drop in the real estate market). It seems to us we were blamed for exactly the same things we were praised for in the early years of Solstice – me for my real estate and development abilities, her for her exceptional taste and great design creativity.

At the end of the day, I think you do learn far more from mistakes than successes. There are several things I now know about myself that I was not completely aware of prior to Solstice. I am not necessarily a good judge of people. I am far too trusting. I am not built to manage companies. You should never put your personal interests behind others as your sacrifice is rarely appreciated.

So, after a year, what happens to Solstice now?

As stated before I tend to move directly to the bottom line – so here are some of the facts, as I know them, surrounding Solstice from December 2008 to December 2009:

In the spring of 2008, we had about $80M in assets.

At the end of 2009 – we will have simply retired the secured debt ($24M) with the sale of all these assets and nothing will be left for unsecured creditors. As a symbol of the whole demise, I would consider the following transactions: We had a contract to sell one of our homes in Aspen in Nov. of 2008 for a net $6.1M. Subsequently, under the new management in the spring of 09 we sold this same property for a net 3.7M.

What will happen to what’s left of the club is this: in a few weeks the minority Swiss partner in Solstice will purchase the remaining assets of Solstice for the secured debt (cents on the dollar from purchase price) and the members and other unsecured debtors will be left with nothing.

Let me explain further: the Swiss investor and his Geneva based equity group will pay off the Fortress debt, and in return, receive the remaining 9 Solstice Collection properties – fully furnished (this is the same group that took control of the club in Dec. 2008). What is personally most disturbing to me as a fully paid member of the club is the knowledge that this group obviously had the resources to help save or restructure the club at any point over the last year but engaged only at the 11th hour to acquire all the assets at a steep discount. Just 3 months earlier a document was circulated to members estimating a $25M net equity in the club after the secured debt was paid. As a member we will now have the ability to “rent” the properties back from them until the markets improve and the assets are eventually liquidated for what I believe will likely be a substantial profit. There is some language in this rental agreement that under certain circumstances could return some funds to the members if they commit and continue to pay rent for a certain time frame but this member is not holding his breath. Members have been asked to make a two year commitment on rent ($40-$86k per year ). I am aware of some members that consider this a reasonable outcome – I am not one.

With all that has happened to you, do you have ideas for models out there that could possibly work?

There are two models that in my opinion hold some promise in today’s market. One, where you can put your home in a large pool of similar homes, pay a small membership fee, and travel to those homes anytime – you keep control of your asset. And two, a “closed end” fund where properties were bought, used and held for a pre-determined time by a group and then liquidated in a window of time that would allow for capturing the appreciation.

As regards to all that has not worked thus far in the DC industry: top of the list is “things often cost more than you think.” This applies to both the operation and development side – I believe the often inaccurate modeling of these costs to be the Achilles Heel of the industry. We addressed this by having a very bare bones approach early on and were successful. However, if you want to scale this and do not immediately generate a very high velocity of sales you can have problems.

In hindsight, the cost of acquiring a member is likely not too dissimilar to the sales and marketing costs associated with selling a time share – it might be somewhere closer to 40% than 20% depending on the size of the organization. I am unaware of any club that has a financial position I would want to replicate today. I think it will be very challenging environment to sell memberships over the next 24 months – if not longer.

Are there any clubs you would buy into at the moment?

Personally, after my experience, I am currently not a candidate for club membership.

Calistoga Ranch is one of the few seasoned private residence clubs in the California wine country. In keeping with the rich heritage of the area, the club features an on-site vineyard and wine cave where owners and guests can immerse themselves in the wine culture of the area.

Calistoga Ranch architect Scott Lee knew that Calistoga Ranch needed to reflect a well-defined, natural organicity. “Our charge was to create a private retreat, a sanctuary celebrating what Napa Valley is all about – food, wine and nature. We designed and individually placed each of the more than 200 structures on the site not only to avoid cutting down the 100-year-old heritage oak trees but also to integrate them into our design.”

Lee and his team focused on the tradition of outdoor living by creating what he calls the campground legacy. Each guest lodge is its own camp, he says, made up of a cluster of spaces centering on the outdoor living space and fireplace, just as in a campsite. And interior designer Darrell Schmitt used rustic, natural materials to create a connection between the inside and outside, incorporating such elements as handmade tile baths and fabrics like hand-woven chenille and Tibetan wool carpets. There are outdoor and indoor showers, and multiple meditation spaces as well.

Mark Harmon, principal and CEO of Auberge Resorts, the company that owns and operates Calistoga Ranch, says members love the sense of peace the club’s design and surroundings offer. “I have spoken to so many members over the years,” he says. “They say that Calistoga Ranch is their true sanctuary … When they leave here, they are refreshed and calmed.”

I spent some time recently at Calistoga Ranch, the experience was one of true sanctuary, just as Mark Harmon said. Calistoga Ranch is a little off the beaten and crushed wine paths of Napa. It is a high end resort with guest cottages as well as a Private Residence Club with owner’s residences. The owner’s residences are of an exceptional, modular design, with an enclosed interior living area, kitchen, and two master bedroom modules. What ties these together is the exceptional outdoor living space, with deck, fireplace, grill, outdoor dining areas, all with views of California’s live oak bosques, Ponderosa and Cottonwood trees.

The undeniable feeling is that of living in an elite treehouse, with all the spa and dining amenities of living at a large resort, defining the best of both worlds, nature and culture, sanctuary and society, peace and – if you choose – activity.

The Spa at Calistoga Ranch is one that allows an enhanced feel of true sanctuary. It is located in area called The Bathhouse, where you can truly “take the waters” in a multiplicity of ways. The soaking pools overlook one of the ranch’s creeks, or you can take a mud bath in one of the large private outdoor spaces. When I was taking one of the baths, along with my thoughts, a hawk was flying high above me, moving from Live Oak to Live Oak. There was no sound, save of the soughing of the oaks and pines. The scent of cucumber and a slight odor of something vegetable, probably the mud in the bath, were all that I was aware of. When the mud bath and massage session was over, I felt as if my body had been freed from all the stress armor I wear.

The sense of peace, brought on both the complement of external environment and interior design, stays with the guest or the member or the owner. Here, everything else that used to matter, seems so far away.

Name: Crushpad Location: San Francisco, CA Costs: $5,600-$12,500 total; $17-$40/bottle For: 25 cases, costs depend on vineyard source and varietals. Details: SF (and now Bordeaux!)-based Crushpad offers their 5,000+ clients the ability to participate in the process of wine-making by creating a wine plan, selecting from over 50 vineyard sources from Santa Barbara to Mendocino, then picking, barreling and bottling, which takes a full year “from grapes to glass.” The finished product is a high-quality wine that has your label on it. Programs are as hands on, or hands-off, as you wish. Open House – June 20th

Name: Mayacama Vintners Club Location: Sonoma, California Costs: Villas from the low $300k’s for 35 nights/year and Casitas from the low $200k’s for 28 nights/year. For: Fractional ownership of Casitas or Villas, access to Jack Nicklaus-designed golf course, spa, tennis, concierge and other luxury amenities. Details: Wine has always been an integral part of the Mayacama experience. Mayacama Members and Owners have exclusive access to 31 of the most esteemed wineries in Napa and Sonoma, such as Kistler, Araujo Estate and Marcassin, through the Club’s distinctive Vintner Member program. The invitation-only program carefully considers select wineries for memberships—Vintner Members are a group of industry icons and pioneers, including Jess Jackson, Dennis Cakebread and William Harlan. The result is in an unparalleled group of wine industry stars woven into the fabric of the Mayacama community. Each Vintner Member provides approximately one barrel of their best wine each year for Member allocation, in addition to hosting a private, Members-only event at their winery or the Mayacama Clubhouse. The Vintner program also allows Members access to limited vintages and special events. Vintner Members are visible participants at the Club, whether they’re playing the course or hosting an exclusive tasting in the Clubhouse’s Wine Cave. Because of this, Mayacama Members have the unique opportunity for camaraderie with some of the best winemakers in the country.

Name: Calistoga Ranch Location: Calistoga, Napa Valley, California Costs: $475k and up For: Fractional Ownership in a spacious 2-bedroom/2-bath, architecturally-innovative, environmentally-sensitive lodge, as well as membership in Vintner Member Program Details: For Lodge Owners, the Vintner Member Program offers a special entrée into the legendary wine culture of the Napa Valley and an exclusive insider relationship with the families and wineries in this spectacular world renowned area. This group of handpicked vintner members includes some of the larger, more recognizable wineries in the country as well as small, award-winning artisan winemakers. Vintner Members Nils and Kirk Venge are the highly respected winemakers behind Calistoga Ranch\’s private label. The celebrated and diverse Vintner Members enlighten Lodge Owners through a wide range of unique, entertaining and educational experiences. In addition to providing private tastings and dinners at Calistoga Ranch throughout the year, vintners host new release celebrations, harvest festivals, wine blending parties and pairing classes. As an owner you’ll be invited to special dinners at Vintner Member estates and could be among the first to purchase limited edition releases.

Name: Orchard at Carneros- a Timbers Resort Property Location: Carneros, Napa Valley, California Costs: $300k per interest For: 1/10th deeded fractional ownership where owners have the opportunity to use their vacation home as often as they like, subject only to space availability in one of the 17 fully furnished two-bedroom luxury Cottages, an exclusive Owners’ Lounge, and a wealth of five-star services and amenities – The Spa, fine dining options, Concierge services and more. Details: Personal tastings, pairings, tours, and customized wine experiences prepared by dedicated concierge and wine director on staff.

Name: Vines of Mendoza Location: Mendoza, Argentina Costs: N/A For: Your own vineyard, along with expert vineyard management and winemaking services. Details: Owners receive their own vineyard planted to their unique specifications. Extreme care goes into every aspect of vineyard design which is based on extensive research, analysis and recommendations performed by our team of professionals. Owners can plant several varietals of grapes sourced from the best nurseries in Argentina and Europe. Currently, almost 50 owners have planted 250 acres to 10 different varietals and a total of 320,000 vines.

We are aware of other operations doing very wine-centric programs, but these are the ones we feel provide the most unique experiences.

About the Author: Chris Cutler is the founder of, and editorial contributor to, FraxFinder and altLuxury. He also owns Wines of Redemption, a Napa Valley-based producer of single-vineyard Pinot Noir.