Travel + Leisure Co. Modernises Vacation Ownership for New Generation of Travellers

Sydney, Australia, 14 November 2025: Travel + Leisure Co. is reinventing what it means to “own a holiday home” in Australia. The company’s innovative vacation ownership model offers travellers greater flexibility, distinct branded offerings, and fewer obligations than traditional holiday home and fixed-week timeshare concepts.

Leading the shift is Barry Robinson, President and Managing Director, International Operations, Travel + Leisure Co., who oversees the company’s growth outside the US.

“In Australia, holidaymakers want choice, mobility and access, not an inflexible model where they stay at the same place every year,” says Robinson. “We’ve built a vacation ownership model that adapts to the way people travel today, under trusted brands they recognise.”

“In today’s inflationary economy, travellers are re-evaluating the vacation ownership concept with a fresh perspective. The compelling value proposition resonates with those prioritising stability and affordability in their holiday plans.”

“When you take regular holidays, the cost of hotel accommodation can add up quickly. On the other hand, our members use the same number of points to book the same suite today as they will in 10 or 20 years’ time, and this can translate to significant savings over time,” says Robinson.

Vacation ownership is driving growth in Australia and beyond

The model behind the shift is a club-based or shared ownership model rather than a full property purchase, enabling more Australians to participate in owning their holidays without the heavy burden of solo real estate investment.

In Australia and across the Asia-Pacific region, Travel + Leisure Co. sees growing demand as travellers embrace club-based, points-based and membership-based ownership structures rather than the obligations that come with a holiday home. The company’s club portfolio in the region already serves well over 100,000 members, with more than half of its over 100 resorts located in Australia.

“Australian members have access to premium holiday resorts, under premium brands, but with flexibility and shared cost,” Robinson explains. “We have built a model where you don’t have to holiday the same week, in the same suite, year after year. You have the freedom to choose – and value that holds.”

Members have access to an enviable range of club destinations, apartment configurations from studio to Presidential, and the ability to book year-round.

*Club Wyndham Bellinzona Hepburn Springs, Daylesford*

Strong brand alignment with trusted global hospitality names

A major differentiator of the Travel + Leisure Co. model is that vacation ownership is aligned with globally recognised brands. This brand-forward approach ensures vacation ownership is integrated with trusted hospitality standards, design, service, and global travel options.

The acquisition of Accor Vacation Club in 2024 means that Travel + Leisure Co. now manages its 24 club resorts across Australia, New Zealand and Indonesia and serves nearly 30,000 members. With the backing of the Accor hotel portfolio (including Novotel, Mercure, Peppers, Sebel and more), members benefit from brand recognition, access to premium apartment-style accommodation in well-located resorts, the upscale experiences they would expect at an Accor property and, for eligible members, the ability to utilise the Accor portfolio across the world.

Meanwhile, the vacation ownership model under Club Wyndham South Pacific offers outstanding service, properties and experiences tailored around members living their bucket lists and, for eligible members, access to the Wyndham Hotels & Resorts portfolio.

Members from either club may purchase a membership with a vacation exchange company, and exchange their points to stay at thousands of vacation ownership properties worldwide and access other travel benefits and products.

“By aligning with strong hospitality brands, we give members access to quality resorts, global standards and personalised experiences, while still offering the innovation of a club membership model,” says Robinson.

Constant renovations and expansion to ensure highest standards for members

Each club continually re-invests back in its properties, with regular upgrades, refurbishments and new additions. As club membership grows, so too does the portfolio of resorts.

The recent acquisition of the historic Hotel Bellinzona in Daylesford – the 68^th resort in the Club Wyndham South Pacific portfolio – is an example of the ambitious kind of expansion Travel + Leisure Co. targets.

“Daylesford is the heartland of wellness in Australia, and this strategic move gives our members access to a destination long favoured by travellers seeking health experiences,” says Robinson.

This comes after the business acquired the former Castaways Resort & Spa in Mission Beach, currently undergoing a refurbishment and rebrand to Club Wyndham Mission Beach. The absolute beachfront property boasts 48 studios, one-bedroom, two-bedroom and loft-style apartments with two pools, a restaurant, bar and day spa.

Continual refurbishment of club properties, whether under Accor or Club Wyndham, ensures the highest standards for members. The Group recently completed upgrades of The Sebel Melbourne Flinders Lane, Club Wyndham Torquay, and The Vines Resort in the Swan Valley.

“We continually refurbish our properties to ensure members enjoy a fresh, contemporary experience with every stay in club accommodation,” says Robinson.

Developers Discover New Value in Vacation Ownership

Developers are increasingly searching for higher yield from their assets, and they are finding mixed-use properties incorporating vacation ownership have appeal and practical value. As Travel + Leisure Co. gears up for future expansion, Robinson says a key source of growth will be developers and property owners experiencing how the vacation ownership model can benefit them.

“We purchase vacation ownership apartments upfront, and this provides developers a welcome cash injection to begin their projects. When vacation ownership is part of an operating hotel or resort, members contribute to the ongoing operating costs through levies, and a portion of levies is allocated to regular renewal of common spaces.

“With occupancies averaging 90 per cent across our club portfolios, vacation ownership helps maximise revenue streams for food and beverage outlets, retail and other onsite businesses,” Robinson added. “And, in fact, in many places where we operate, because our members stay longer and vacation slower, the destination itself benefits from year-round visitation and higher spend.”

“Vacation ownership serves as a key part of many successful mixed-use developments, alongside hotel inventory and branded residences. Even in our established markets, the benefits of vacation ownership are just beginning to be realised,” said Robinson.