Winfred Van Workum, General Manager, The St. Regis Longboat Key Resort

August 2026 —Invest: sat down with Winfred Van Workum, general manager of The St. Regis Longboat Key Resort, to discuss the resort’s evolution following its opening year, shifting guest expectations, and the role ultra-luxury hospitality plays in the Tampa Bay region. “The property itself is stunning, but it is the people who truly make the experience special,” Van Workum said.

What changes over the past year most impacted the resort, and in what ways?

When we last spoke, we had just opened and were immediately dealing with hurricanes, so 2025 was really our first full operational year. It turned into an incredible year in many ways. We were able to position the resort exactly as intended, as an ultra-luxury destination on Florida’s west coast, and that positioning generated significant awareness, media attention, and demand.

Another major focus was stabilization. Opening a resort of this caliber requires finding your operational rhythm, and a lot of our attention went into training and team development. This level of luxury was new for the destination, so investing heavily in our people was critical. Those efforts paid off quickly, and within our first year we achieved some of the highest guest satisfaction scores in the company. Financially, demand has been extremely strong, allowing us to command some of the highest rates in Florida and even North America, which speaks to the strength of the product and the experience we are delivering.

Which recent initiatives have been most impactful in shaping the guest experience and brand presence?

We are truly a resort like no other, particularly in Florida and on the west coast of the state. The scale is unique, with 18 acres dedicated to just 168 guest rooms, which allows us to offer expansive amenities and an exceptionally high guest-to-staff ratio. That enables a very bespoke, high-touch experience.

Guests have access to multiple pools, a large lagoon where they can snorkel alongside marine life, one of the most luxurious spas in the country, and direct access to one of the best beaches in the United States. What truly differentiates us, though, is the personalized service. Guests want to fully unwind and feel cared for in a way that is attentive but unobtrusive. Our size and staffing model allow us to anticipate needs and deliver that kind of experience consistently.

How are you approaching talent attraction, training, and retention in a competitive labor market?

Our business is fundamentally a people business, and we knew from the beginning that success depended on building the right team. We took a creative approach to recruitment through events, referrals, and social media, focusing on finding people with the right attitude and hospitality mindset.

Training has been a major investment for us. We brought in trainers from around the world and focused on two core areas. The first is technical training, ensuring that every interaction, from check-in to food and beverage service, meets the highest standards. The second is the more nuanced side of hospitality, teaching team members how to read guests, anticipate needs, and create a welcoming, personalized experience.

Over the course of the year, our team has matured significantly. They have grown more confident and warm in their delivery, and that shows in guest feedback. The property itself is stunning, but it is the people who truly make the experience special. That is something we hear from guests every day.

What luxury hospitality and travel trends are shaping guest demand?

Wellness continues to be a major driver. Guests want to return from travel feeling better than when they arrived, whether that means improved physical wellness, mental clarity, or simply feeling recharged. That influences everything from nutrition and spa offerings to relaxation and mindfulness experiences.

Another important trend is quiet luxury. Guests are looking for peace, calm, and refinement rather than overt displays of luxury. We have built experiences around sleep, relaxation, reading, and overall tranquility to meet that demand.

At the same time, travelers want immersive, curated experiences. They are no longer satisfied with simply sitting by the pool. They want to learn, explore, and engage. We offer everything from lagoon snorkeling led by marine biologists to hands-on classes like pasta making, Bloody Mary workshops, candy apple creation, and marine-life education for children. These experiences add depth to a stay and create lasting memories.

How is the resort addressing resilience and climate-related challenges?

We encountered hurricanes very early in our operations, which immediately highlighted areas where we could improve. The resort itself was built to an exceptional standard and sustained minimal damage, but access and flooding were key challenges.

In response, we invested in additional infrastructure, including a protective dam system that adds six to seven feet of flood protection. This significantly reduces the risk of downtime and operational disruption. We are also continually enhancing landscaping barriers and emergency preparedness systems to ensure we are ready for future storms. Resilience is an ongoing focus, and each season brings opportunities to strengthen our approach.

How does the resort engage with the local community and build regional partnerships?

Community engagement is extremely important to us. Over the past year, we have invested several hundred thousand dollars in local charities and organizations, with a strong emphasis on marine life conservation and water quality. We work closely with groups such as the Southwest Florida Waterkeepers, support turtle protection initiatives, and partner with organizations like Save the Birds.

We are also deeply involved in Sarasota’s arts and cultural community, collaborating with institutions such as the Ringling Museum and Marie Selby Botanical Gardens. One unique initiative we introduced was naming our top suites after influential women who helped shape Sarasota, including Mable Ringling and Marie Selby. We hosted an event honoring their legacy and continue to support the foundations connected to their work.

On a local level, we welcome elementary school groups to the resort for educational day trips, giving students exposure to hospitality careers and hands-on experiences with marine life. Personally, I am also involved with the Make-A-Wish Foundation, which remains a meaningful focus for us.

Looking ahead, what is your outlook for the resort over the next three to five years?

We see a very strong outlook for 2026 and beyond. Our focus is on stabilizing and refining the business while growing in quality rather than quantity. Defining and continually elevating the guest experience remains a priority, as success is never final in this industry.

We will continue to innovate with new amenities, services, and experiences while further developing our team through training and engagement. Our goal is to be recognized as one of the best resorts in the country, and we are committed to pushing toward that standard every day. Luxury travel remains resilient at the high end, and we are confident in the long-term strength of this destination and what we have built here.