One of the most popular hotels in northern Sardinia. An interview with the manager amid secret coves, haute cuisine, and the new intangible luxury.
The interview
There is a promontory near the Costa Smeralda where luxury is quiet, unpretentious and does not need to be flaunted. It is a new kind of luxury, made up of small hidden coves and silence as a rare commodity, of long sunsets reflected on the sea like light thoughts, of a gentle breeze scented with Mediterranean scrub, of a territory to be discovered with the palate. A luxury that cannot be collected, but transformed, experienced, remembered.
During my stay, I had the great pleasure of experiencing this at 7Pines Resort Sardinia, a luxury resort by Destination by Hyatt nestled in the natural surroundings of Baja Sardinia. I discussed this and more with Vito Spalluto, managing director of the resort, who, after a career built on excellence in Italian hospitality, now leads the growth of the resort with a solid vision.
The concept of luxury is changing: it is becoming less about ostentation and more about seeking intimate, authentic, transformative experiences. How important is the intangible—the atmosphere, the relationship with the place, the quality of silence—compared to the tangible? And how does 7Pines Sardinia embody this new vision of luxury?
Unfortunately, the word luxury has taken on a negative connotation in recent times. In reality, “luxury,” as its etymology suggests (from lux, lucis: to aspire toward light), is a way for each of us to elevate ourselves. This does not necessarily mean ostentation, nor is it related to mere economic considerations. Luxury is about finding something that makes you feel so good that it elevates you, but it is a very personal perception. The luxury our guests seek is an experiential moment made up of details, friendly and empathetic hospitality, quality services, and a relaxed environment surrounded by nature, capable of rejuvenating them after a period of stress. All without the need to show off or put on a show.
In my opinion, the trend in luxury is becoming less and less material, partly because social media now exposes us completely, so even very famous people are immediately criticized if they flaunt their possessions. We are returning to the original concept of luxury: personal and intimate elevation and the creation of emotions. On the other hand, the way we tell stories and talk about ourselves has also changed. The stories our guests share on social media, for example, are very much linked to sunsets, nature, and our coves. We have secret beaches that are set up especially for them. That has become the ultimate expression of luxury: just two deckchairs, a parasol, and a simple food service in a place where you are alone with the sea, the sound of the waves, and the people you want to be with.
It is a luxury of the spirit. Of kindness, of hospitality. It releases well-being, positivity, and energy. Before, there were those who sabered bottles and made sangria with Pétrus; now, there are people who want to share special moments. There is no longer a need to prove oneself stronger than someone else; there is no longer a competition. The protagonist is no longer the expensive object; it is the environment around you and the emotions it gives you at that moment because there is a fantastic view, the sound of the sea lulling you, a beautiful sunset, people who are truly there for you. In short, what everyone wants to share, even on social media, are special moments. They want to create an emotion for themselves and for those who follow them, they want to transform these moments into memories and feel excited every time they see them again. I think we reach a point in life where we decide what our priorities are, and what I'm seeing is that holidays and quality time are increasingly becoming the priority, rather than physical objects to be locked away in a safe.
Perhaps because everyday life today is particularly stressful, there is a need to completely disconnect in a place like this, because it is something that rewards you inside, it satisfies your soul. An object can satisfy you for five minutes; a vacation lasts a long time because it is preceded by the anticipation of experiencing it and followed by the memory of what it gave you. In hotels, as in restaurants, goods are perishable, intangible, they disappear. This used to be considered a shortcoming, because luxury goods were conceived with the idea of lasting over time; now, however, we consider lasting to be something that has a strong impact on the personal and emotional sphere, for better or for worse.
You will always remember a bad meal as such; you will always remember a delicious meal as such. A wonderful vacation will remain a benchmark for future vacations; a vacation that went wrong will remain with you because it ruined a special moment. We strive to make unforgettable moments beautiful. In fact, despite only opening three years ago, we already have many repeat customers because we focus on the emotional experience of our guests.
The Costa Smeralda has a very strong and distinctive image. Has the profile of those who choose it as a destination changed in recent years?
"The Costa Smeralda is undoubtedly considered one of the most ultra-luxurious locations in the world, along with very few other places such as Capri, Saint-Tropez, and the Maldives. And it has certainly changed over the years, because the geographical segment and the behavior of those who frequent it have changed. The era of ostentation and increasingly extravagant parties is coming to an end, especially with the increase in US customers, who are much more ‘explorers’ than ‘conquerors’ of tourist destinations.
We have moved towards a form of tourism that is increasingly linked to the idea of territory, of conscious holidays where you can experience the place, trying to discover what it has to offer rather than looking for globalized brands. Gastronomy plays a decisive role in this discovery of the territory. In fact, many people also come to discover the local flavors and authentic wines: discovering a territory begins with the palate.
In a world where food used to be imported, luxury was considered eating tomatoes all year round, eating caviar everywhere, eating any ingredient anywhere; nowadays, luxury is eating the best local ingredient."
How important are the dining options within the 7Pines Sardinia project?
Is it designed more as an experience for those staying at the resort or also for those visiting the Costa Smeralda?
"Since ancient times, food has been what drives human beings to move. In prehistoric times, when there was no more food, people moved. In the Middle Ages, during the Renaissance, in the France of the Sun King, the best way to welcome guests and let them experience the splendor was through banquets. Now, more and more, the territory is expressed in an ‘easy’ way through catering and restaurants. I say ‘easy’ because the ingredients are all locally sourced, and catering also helps us to promote the area outside: we can take the raw ingredients anywhere. When we go to trade fairs, we can say: ‘Come to Sardinia, because in Sardinia you can taste this, it's just a small sample.’
Catering is of fundamental importance for this paradigm shift in both luxury and tourism. Our choices at 7Pines Sardinia are focused on this. We have created three important restaurants, one of which is Capogiro, a gourmet restaurant where we have been researching ingredients for three years and developing innovative recipes using 100% local produce, from our own vegetable garden to nearby suppliers, without resorting to large-scale distribution. Chef Pasquale D'Ambrosio carries out meticulous work, starting with everything this island has to offer. We serve Sardinian oysters, and all the ingredients used to create our gourmet dishes are Sardinian. We have chosen a totally Mediterranean formula: we value both the fish and the vegetables, which are increasingly important. We can also count on attentive service, combining luxury and local flavor, which we communicate to our customers. The wine cellar? It is constantly growing: it now has around 300 wines, with many Sardinian wines from small producers, in addition to the big names, which are obviously present.
For the Spazio pizzeria, we chose to work with Franco Pepe, a pizza chef who is not from the area but is considered the best in the world because he has made his hometown, Caiazzo, a global destination. Pepe fully embraces our idea of territoriality. When he came here, he didn't just bring his round pizzas with him, he created four pizzas directly in Sardinia (which he also uses at international conferences). Yesterday, he took part in an event with Massimo Bottura where he prepared “Spazio mare,” the pizza he created here for our restaurant, using herbs from our garden.
The Cone Club was also designed with the idea of welcoming a small number of people, rather than thousands as is often the case in places of this type, because in my opinion, space, privacy, and exclusivity are very important in luxury today. Thanks to its privacy, our resort is a refuge appreciated by well-known faces from the star system, while also welcoming those arriving from outside. We are an open-door establishment, and even people who are not staying with us can eat here and enjoy their own peaceful corners. It is never crowded, because we have 75 rooms spread over 15 hectares: this is Sardinia at its best, where even space is a luxury that this island can offer. And it must remain that way."
How do international guests react to your culinary offerings? Do they arrive already prepared, or do they let themselves be guided? Do they discover new things?
"Some do; some don't. Many discover it, there is great curiosity. Many arrive with the idea of discovering international brands in Porto Cervo or the surrounding area, but then they are easily impressed and become big fans once they try what we have to offer. So they might come with the idea of sushi, and then discover that they like the raw seafood we serve at the Cone Club (the cocktail bar on the beach, ed.) much more. They come with the idea of eating meat from an Argentinean brand because the idea that it exists all over the world gives them confidence, and then they discover that the local vegetarian cuisine we make at Capogiro gives them much more excitement. They discover that the taste of the pizza and the research that goes into Spazio di Franco Pepe makes them fall in love."
How do you create an environment in a luxury resort where even those who work there feel part of something meaningful?
"I believe that in this time of staff crisis, beyond all the controversy, it is very important to set up a defined project and share it with the team, and create a good atmosphere that makes people feel good both at work and outside. For example, when it comes to team accommodation, we no longer place more than two people in the same room. We run lots of training courses on emotional intelligence and standards: there is continuous training. After Covid, the mindset of those who work has effectively changed. It is no longer just a matter of salary; it is a question of well-being, with many preferring a whole range of benefits to a salary.
We take great care over the food we serve our staff, which we don't simply call a “canteen”: it's a restaurant called “Piazzetta da Giovannino,” where we use the same suppliers as for our outlets. We don't have a first- and second-class supply chain: the tomatoes we serve in our restaurants are the same ones we serve to our team, and the meat is the same as that used at Capogiro. Even during the high season, we give our staff two days off a week, which may seem obvious to those who work in other sectors, but in the hotel industry, especially during the high season, it is not a given, and this brings us back to the previous point: luxury, time. Time is a luxury and everyone has to organize their life accordingly, but work is also part of that. That's why we want our staff, instead of flitting from one thing to another in search of momentary satisfaction, to be able to create a medium- and long-term plan for themselves and their lives, overcoming the indecision that sometimes afflicts the younger generation, partly due to the illusions created by social media.
Here, there is a shared project and there are people who embrace it. There is a constant sense of sharing. We hold a general meeting every month where we invite the whole team and talk about results and strengths. We do this in a very open way because communication and sharing a project are fundamental for young people who want to grow. People often only talk about salaries, but salaries, especially at the beginning of a career, are a starting point from which to evolve and create a life path. We try to share our concept of hospitality and luxury with young people and hope that this will inspire them to create a project for themselves. Anyone who wants to pursue a career can do so with us. They can start on a path that takes them from waiter to restaurant manager, from restaurant manager to F&B manager, from F&B manager to F&B director, and this applies to all roles. When I started this job at the age of 20, I decided that I would take on my first management role before I turned 30: I came up with a plan that I wanted to follow and, for better or worse, I am following it.
Sometimes you take one step forward, sometimes you take two steps back: in life and at work, it's a journey. You can't delude yourself into thinking you can have everything right away, living in constant indecision or constantly hoping that something will happen beyond your control. It's better to try to gain control, or at least try to set something in motion. In my opinion, we have a responsibility to inspire the younger generation to understand how important it is to write their own story rather than have it told by someone else. They must be the protagonists of their own film, and we can help and encourage them.
You have extensive experience in the hospitality industry. What do you bring to the resort's management from these experiences?
“This resort today is a combination of all the experiences I have had. At Borgo Egnazia, I learned how important experiential luxury is and how important it is to be rooted in the local area. Borgo Egnazia and the Melpignano family are excellent at showcasing Puglia through a hotel that is a regional destination. We are talking about a hotel that has launched a region, thanks also to all the other people who understood its importance and joined forces to become a global case study. And so, from there, I bring this: the desire to love a place so much.
From the Verdura by Rocco Forte Hotel in Sciacca, I will definitely take with me the experience of understanding how to create a micro-destination in a lesser-known location. And also of being part of an international company, with a pyramid-shaped organization that goes beyond the hotel, set up at a global level. At 7Pines Sardinia, I also deal with various stakeholders: the hotel's owners, who are a fund, the German management company, and the franchise company, which is Hyatt. At Andana Resort - Tenuta La Badiola, in Castiglione della Pescaia, it was great because there was a strong passion for food and wine in the project, thanks to the Moretti family and Enrico Bartolini, the restaurant's signature chef. So I learned how food and wine tourism can build a destination and how important it is for restaurants in a hotel to have their own strong identity to differentiate themselves from each other.
All of this, taken together, gave me the opportunity to build, when there were still few employees and only a construction site, a resort that was focused on the local area while still being part of an international brand. Every person you meet gives you an idea, a starting point. The important thing is to know how to blend them together like a good chef does to create a tasty recipe.
If you had to describe the future of 7Pines Sardinia in three keywords, which would you use?
“Sustainability. I think that the future of 7Pines is all about sustainability, because we have (especially working with this type of clientele) a great responsibility towards the environment, the world, and the people around us. Here we work in a place where people can really make a big impact. If we multiplied that by all the luxury hotels in the world, we could really improve environmental quality and ESG globally. Luxury, however, going back to what I said at the beginning, is not about ostentation, but about what stays with you. So we will continue to grow with signature luxury experiences, providing the highest quality service and making our guests feel good, leaving them with lasting memories. The last word? Talent. We will increasingly seek to nurture talent. The world of hospitality is changing, the world of work is changing: we need new people with passion, who have dreams and know how to pursue them.
Far from the notion of luxury as possession, 7Pines Sardinia embodies a destination where time slows down, a pizza with herbs from the garden is remembered forever, and a motivated team is the first ingredient of a memorable experience. A whole new Sardinia, which is already here.
