Jamie Caring on The Paradoxes of Private Members’ Clubs
His experience navigating the business of social spaces has given him a rather good idea of what makes clubs succeed or fail.
Jamie Caring kicked off his career at MTV when the channel still dictated cultural cool. Today, for those in the hospitality industry he is better known as a savant of private members’ clubs, bridging an insightful and sometimes bold perspective on how these spaces should function.
Throughout his career, Jamie remained outspoken about the risks of losing a club’s soul through over commercialization. “There is no advertising, there is only entertainment,” he said, emphasizing that the true appeal of a club is in the experience, not amenities or marketing gimmicks. In the current market especially, I couldn´t agree more. Jamie’s approach is also rooted in the belief that exclusivity should be about cultivating the right environment rather than misplaced notions of privilege.
We sat down for a chat, and I hope you will enjoy reading our ponderings about the subject. We unpack inclusivity-exclusivity tensions, on the evolving role of private clubs and the balance needed to ensure they remain relevant.
It is no secret that the private members clubs have always been a staple of elite social circles, providing spaces where likeminded individuals can connect. These spaces are desire based, not necessity based. However, today where inclusion is celebrated yet exclusivity remains a selling point, the very proposition of these clubs seems like a juxtaposition. How should they maintain the allure without becoming stale? And how does commercialization impact the authenticity of the club experience?
Exclusivity vs. Inclusivity: The Curated Balance
The paradox of exclusivity and inclusivity is one of the greatest challenges in designing a successful club. Soho House is probably the most successful and best known example of that. By nature, clubs are meant to be selective, designed for a particular group with shared interests, ambitions or values. But as we move toward greater inclusivity, there is an increasing expectation for clubs to be open and welcoming.
Jamie: Members’ clubs have to have an opinion about who their members are. Clubs by definition are not for everyone. So, if you say you are for everyone, you may as well be a public space. Part of the allure of joining a club must be the appeal of being part of a thoughtfully assembled group. Essentially, that being a member means something.
This statement encapsulates the fundamental challenge: by being inclusive you risk becoming generic, losing the very allure that makes you desirable. Yet if it is too exclusive, it may alienate potential members who would otherwise contribute to the richness of the community.
The conversation around inclusivity extends beyond social identity. Many older, traditional clubs were built around industries, such as banking, law etc. alone, which inherently create their own entry barriers. As new clubs emerge, there is an effort to build around shared values rather than rigid professional affiliations.
Community as the Core Product
One of the biggest missteps in private club development is misunderstanding the true product. It’s not the restaurant, gym facilities, it’s the people.
Jamie: If you base your entire concept development on the facilities that you provide, you can very easily become irrelevant quickly, especially in such competitive markets like London. The softer, more intangible elements of the experience, like the community and service style are more ownable, and ultimately more sticky.
Adiona: So how do I, as a developer, seek to unlock long term growth for my business then?
Jamie: A beautifully designed club with world class amenities can only go so far. If the community lacks energy, depth and diversity, the club will fail to retain members and average spend will fall. People may initially join a club for the facilities, but they stay for the relationships. Invest in the long-term view.
Adiona: What am I buying with my membership fee? For me personally, the community is the only thing I’m buying. Otherwise, you’re just a glorified restaurant.
With the demand for community giving rise to social wellness clubs, hi-fi clubs, supper clubs, and other niche offerings, the private members' club industry is projected to grow at an annual rate of 11.2% through 2027.
Successful clubs recognize that community curation and member selection are critical pillars in building an attractive environment where meaningful interactions can occur organically.
Strategic Member Selection
Building a club’s community requires a deliberate approach. Simply opening the doors and allowing self selection based on preventative pricing does not guarantee success. Instead, clubs must act as curators, handpicking members to ensure the right balance of personalities and perspectives.
If a club is too homogenous, filled with the same types of people, from the same backgrounds, with the same experiences, it becomes predictable. On the other hand, if it lacks cohesion and becomes too diverse in interests and values, it loses its identity. So, the club operators must monitor proactively.
One of the most overlooked aspects of membership curation is generational diversity in my opinion. Many clubs attract younger members through discounted pricing or open application process, but an overabundance of younger members can change the dynamics of a space. Older members bring stability, financial security for the business (they tend to spend more on average) and a long-term commitment to a club, while younger members bring in energy and new perspectives. The balance must be managed to ensure sustainable growth.
Jamie: The selection process also involves removing or denying membership to those who may not align with the club’s long term growth plans. It’s not just about accepting the right people, but also about ensuring that the wrong people don’t dilute the experience.
Adiona: That puts a lot of emphasis on marketing and PR departments and naturally presents high costs associated with member acquisition.
Jamie: It does. It’s one of those delicate, nuanced operations where one really needs to understand the intricacies and get it right from the beginning, bringing commercial and financial value to the site. It is so key. Why isn’t Jamie a member? Because he isn’t a great fit for our community. Donata is, but Stephen isn’t. Why? Because we set out to be thoughtfully selective about the community as a whole. It’s not just about numbers; it’s about culture.
The Danger of Over-Commercialization
The growing pressure to drive hotel type of profit margins levels often leads clubs to over-market, over-advertise, and dilute their core offering. There’s a fine line between financial sustainability and brand erosion.
Adiona: The number of weekly emails I get from Soho House— ‘Get this deal, this discount, this happy hour’ feels desperate. We could spend hours discussing what drives that, the stakeholder dynamics and financials, but that’s not necessary right now. At the end of the day, it remains one of the most successful and celebrated private members' club brands in the world. Nick and the team are inspirational. But from your brand builder perspective, how should the niche operate?
Jamie: Private members’ clubs tend not to work very well when operated like typical hospitality businesses. The goal can’t solely be maximizing foot traffic, and in fact, when clubs get too busy, problems arise. Building a lasting brand with cultural equity must be the aim. When clubs push too many promotions or aggressively market, they risk cheapening their identity. This also ties into the difference between communicating publicly and communicating to members. Externally, clubs must always be subtly and cleverly creating desire around the lifestyle, exclusivity, and unique experiences (without trying to ‘sell’ membership too hard). When engaging with members, it’s more personal and has a more ‘knowing’ tone, as if communicating with friends. This less robotic and formulated approach is important. Revenue from private hire, events, and other services is important, but shouldn’t, as far as possible, be the leading message. Fundamentally, clubs that maintain a sense of mystery and prestige tend to attract more loyal, engaged members that value the space beyond its material offering.
The future of private members’ clubs hinges on a delicate balancing act. At their best, private clubs are such a microcosm of cultural and societal evolution, where ideas, relationships and creative energy thrive. When executed correctly, they become institutions that stand the test of time, outliving the fleeting lifestyle trends.