The value of an authentic experience

Nevius Glussi, founder and CEO of 753 Hospitality, is a leading figure in the luxury hospitality sector. With global experience gained as Head of Global Development for LVMH Hotel Management and Rosewood Hotel Group, and as a partner at LimeTree Capital, he has returned to Italy to launch a new venture. Founded in 2024 and backed by British private equity firm Alchemy Partners, 753 Hospitality is a hotel investment, development, and management company with a clear mission: to redevelop hotel assets in strategic destinations to create a product that was missing in Italy. Its debut project, Villa Ermellina in Siena, an urban resort born from the transformation of a historic property, marks the first chapter in an ambitious development plan.

The concept of a lifestyle hotel open to the community is central to 753 Hospitality. How does this vision translate into a strategic advantage, and how does it integrate with a global partner like Marriott?
Lifestyle is an established trend, but what’s interesting today is how major brands, including Marriott, have created “collection brands” focused on design and personalization, while still providing access to their powerful distribution and loyalty systems. For us, lifestyle is fundamental because it integrates external and internal relationships; opening the hotel to the local community is a primary goal. In Siena, with a 1,500-square-meter terrace and the most important conference center between Florence and Rome, this openness is a key business driver. Lifestyle allows us to apply the concept of “glocalization”: being a global brand with a strong local identity.

753 Hospitality was founded to fill a gap in the Italian market. Can you explain the opportunity you identified and the profile of the traveler you are targeting?
The idea came from observing the evolution of the Italian market post-pandemic. Key luxury destinations—from Milan to Capri, Portofino to Lake Como—saw an exponential increase in rates, becoming almost exclusively for the overseas market. This priced out what I call the “bread and butter” of Italian hospitality: Northern European travelers (British, German, Scandinavian) and the domestic market. For them, a quality product in an accessible price range no longer existed. The choice was between dated local hotels or low-end chains. We created a product that wasn’t there: a 4-star superior hotel with meticulous attention to design and common areas, but with a competitive rate between €300 and €600. We want to be a destination, not just an option. Our goal is for a traveler to choose to come to “Villa Ermellina,” which happens to be in Siena, rather than just any hotel in Siena.

The design of Villa Ermellina is bold and memorable. What is the philosophy behind this aesthetic choice, and how did you create a visual identity that stands out from the traditional Tuscan style?
My starting point is that today, the world is no longer seen with the eyes, but through a screen. Having an “Instagrammable” design with unique corners and views is crucial. One of the issues in central Italy is a certain aesthetic homogenization: terracotta floors, antique furniture, vaulted ceilings. It’s a beautiful experience, but not very memorable because everything looks similar. We wanted to differentiate ourselves sharply, while still drawing inspiration from the context. That’s why we chose Goddard Littlefair, a London-based studio with an international vision. They brought a fresher, more colorful interpretation of Tuscany, which is perfect for our clientele, 80% of whom are international. This is layered with a strong narrative: the dreamlike works of artist Giovanni Lopez, who juxtaposes Renaissance elements with animals, and the constant reference to the figure of Ermellina and the rose symbol from the Bargagli Stoffi family crest.

After Siena, you are already working on new projects on Lake Como and Lake Garda. What criteria guide your choice of future destinations?
The criteria are clear: we look for markets that are primary from a tourism perspective but secondary in terms of international brand penetration. Lake Garda, for example, is a well-established destination but is almost devoid of global brands. On Lake Como, we are investing on the other shore, which is less developed but has incredible potential. The idea is to continue working with the “Big 5” (Marriott, Hilton, Accor, IHG, Hyatt) in areas where their presence is still low. Hopefully, our next project in Tuscany will be in the countryside, still in the province of Siena. We want to bring the Villa Ermellina model to the countryside.

Your partnership with Marriott’s Tribute Portfolio offers you global visibility. How do you balance the rigorous standards of a giant like Marriott with your vision for unique, design-driven hotels?
Marriott was a pioneer in creating “soft brands”—collections that exist alongside their traditional “hard brands.” This model gives us the best of both worlds. On one hand, we adhere to non-negotiable quality standards: sleep quality (beds, soundproofing), safety (Fire Life Safety), and comfort (water pressure, climate control). On the other hand, we have total creative freedom over the design, concept, and F&B offerings. A guest at our hotel can choose a traditional Tuscan dinner or ask for a hamburger at six in the evening—a flexibility that Italian hospitality often lacks. Being a “collection brand” even gives us the freedom to serve Coca-Cola. In Marriott-branded hotels, you’ll only find Pepsi. It’s a debt of gratitude dating back to the 1929 crisis, when Pepsi helped save the company from bankruptcy. This story shows just how much relationships and flexibility matter, even within a corporate giant.

Photo credits: Matteo Barro