Private Members Clubs: The New Status Symbol Reshaping Kuwait's Luxury Scene

Private clubs are finding their footing in a market where luxury is expected and discretion is valued. Can they make membership a 'must-have' for affluent Kuwaitis who frequent London's elite establishments?

In the heart of Kuwait's financial district, 53 floors above the city's bustle, Chairman's Club Kuwait members gaze out at the Arabian Gulf through floor-to-ceiling windows. Some discuss investment opportunities over espresso, while others review contracts in private meeting rooms adorned with contemporary Kuwaiti art. At another elite establishment, SVN, members practice sunrise yoga a few floors away before enjoying breakfast by an infinity pool with uninterrupted sea views.

This is the world of Kuwait's private members clubs, exclusive sanctuaries that have proliferated nationwide in recent years. They cater to a clientele with global tastes and substantial means.

Kuwait's wealthy have long been members of London's most prestigious clubs like The Arts Club, Annabel's, and Loulou's. Now they're demanding the same caliber of experience at home, but with a distinctly Kuwaiti character. One industry observer notes, "In a world where true exclusivity is increasingly rare, private members clubs continue to offer elite offerings and discretion," providing not just luxury but "a ticket into a world where connections are forged, deals are struck and legacies built."

According to industry reports, the global private members' club market is projected to reach $25.8 billion by 2027, with an annual growth rate of 11.2%. Knight Frank Research notes that more clubs have opened in the past four years than in the three decades following the 1985 opening of London's iconic Groucho Club. Kuwait has emerged as a fertile ground for this renewed interest in curated exclusivity, mirroring trends seen in global capitals from Dubai to London to New York.

History of Private Members Clubs in Kuwait

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Early Days and the Rise of Social Clubs

Private members’ clubs in Kuwait have their roots in the country's period of rapid modernization during the mid-20th century. As Kuwait's oil wealth grew and the expatriate community expanded, exclusive social clubs became central to the social life of both Kuwaitis and foreigners. These clubs offered a safe, private environment for recreation, networking, and cultural exchange, often providing amenities not widely available elsewhere.

The concept of exclusive clubs took shape in the late 20th century as Kuwait's economy boomed. In 1997, the Al Corniche Club company was founded (under Al-Tameer Real Estate Investment) to develop world-class health and leisure clubs. This set the stage for a new wave of exclusive clubs in the 2000s, offering upscale facilities and privacy beyond what public beaches or hotel gyms provided.

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The Gazelle Club: A Landmark Institution

One of the most iconic examples was the Gazelle Club, established in the early 1960s for employees of the Almulla company and managed by members of the Mulla family. It quickly became a hub for Western expatriates and affluent Kuwaitis, offering swimming pools, trampolines, horse riding, and family-friendly dining. The club was especially valued by women, who could swim and relax in privacy and safety, free from unwanted attention, a significant consideration in Kuwait's social context.

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The Gazelle Club was located in Fintas and thrived until the 1990 Iraqi invasion, when it was destroyed. Its loss marked the end of an era for Kuwait's open and cosmopolitan club culture. The club was never rebuilt, reflecting broader social changes in Kuwait after the war, including a shift toward more conservative attitudes and greater exclusivity in social gatherings.

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Social and Cultural Shifts Post-1990

After the Gulf War, Kuwait saw a decline in open social club activities. Some attributed this to a rise in religious conservatism and political changes, which led to a more restrained public life. Social activities every day in the 1960s-80s became less visible, and the expatriate community's influence on club culture diminished. While private clubs did not vanish, they became more exclusive, catering to a narrower segment of society.

By the mid-2000s, several prominent private clubs had opened, each catering to a niche in the affluent Kuwaiti social landscape. This represented the beginning of the modern era of private members’ clubs in Kuwait, which would continue evolving and becoming more sophisticated in the following decades.

The New Generation of Kuwaiti Clubs

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The Al Corniche Story: Rise, Closure, and Transformation

The story of Al Corniche Club illustrates the dynamic nature of Kuwait's private club scene. After nearly a decade in development, it opened in January 2006 with great fanfare. Government officials and industry leaders attended its ribbon-cutting, underlining its prestige. With indoor and outdoor pools, tennis and squash courts, restaurants, and a private beach, Al Corniche positioned itself as "the Middle East's most exclusive leisure resort and spa."

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Najeeb Al-Saleh, Vice-Chairman of Al Tameer (Al Corniche Club's parent company), described it at the opening as "the realization of a long-held vision to introduce a world-class club that is a first for Kuwait, with top quality spa, health, fitness and leisure facilities for families that will not only provide enormous enjoyment, but will exceed expectations."

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For many years, the Al Corniche Club became a cherished social hub, especially among expatriates and liberal Kuwaiti families in Kuwait City. One longtime patron reminisced that "this place made our life in Kuwait so enjoyable," highlighting its importance as a haven amid the city. However, after 14 years of operation, Al Corniche Club's management contract expired in 2020. The state's Touristic Enterprises Co. awarded the site to a new investor, leading to the closure of Al Corniche Club in October 2020.

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The closing of Al Corniche paved the way for SVN Club & Resort, which opened in 2023 and reflects how private clubs in Kuwait continue to grow in scale and luxury. Under a Build-Operate-Transfer contract with a new company, the reimagined club underwent a multi-million dinar redevelopment to meet "world standards." This transition from Al Corniche to SVN represents Kuwait's private club landscape's continuous evolution and increasing sophistication.

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SVN: A Wellness-Focused Urban Retreat

SVN, strategically positioned along Arabian Gulf Street, represents the vanguard of Kuwait's new club scene. With a sprawling 13,277 square meters dedicated to wellness facilities, dining venues, and social spaces, SVN has established itself as the destination for Kuwait's wellness-focused elite. Its BOHO chic design style creates an environment focused on human experiences and interaction. Through a mix of patterns, metals, woods, and natural finishing materials, it optimizes effectiveness while promoting a socially sustainable space.

The club's official description presents it as offering "a unique setting for bespoke comfort & culinary experiences" and "a premium leisure, community, and entertainment lifestyle." Opened in 2023 after extensive redevelopment of the former Al Corniche site, SVN is described as "an ultra-luxury urban retreat targeting high-profile individuals and families of business executives, active retirees, young entrepreneurs, and fitness-driven individuals."

Located on the Gulf Road in Kuwait, SVN represents a significant investment in Kuwait's luxury landscape. The upscale design features a reception area, waiting lounges, a sports lounge, retail displays, two main indoor and outdoor restaurants, a fitness area, and multiple swimming pools, including an adults-only infinity pool. There are also specialized facilities like padel courts and a cycling studio.

SVN's exclusivity is underscored by its membership fees, which are reportedly around KD 3,000 (approximately $10,000) per year for a single membership, a price point that positions it firmly in the ultra-high-end market segment. As one local observer noted when the club opened, "There isn't any place like this in Kuwait."

C Club: Evolution of a Lifestyle Destination

C Club opened in 2005 and has evolved over nearly two decades from a fitness facility to a comprehensive lifestyle destination. The club has pioneered "a holistic approach to wellbeing with a luxurious state-of-the-art facility and equipment designed to integrate various types of training," while also offering members relaxation by their infinity pool facing the Arabian Gulf.

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According to its website, the club "lives up to its creation as a premium lifestyle club that yields a quiet, secluded family retreat, away from the city and yet, in the heart of Kuwait." Its longevity speaks to its successful navigation of Kuwait's demanding luxury market.

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Abdullah Al Askari, Managing Director of C Club, explained the club's unique position in a 2017 interview: "C Club was established in 2005, and the concept behind it was to have not only a fitness facility but also a social club where people can meet, interact, do business, and so on. It is rare to find a club in Kuwait that provides both."

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Located by the seafront in Salmiya, C Club became known for its infinity pool, spa, and resort-like ambiance. It attracted dignitaries, celebrities, and C-suite executives as members looking for privacy and luxury in their wellness routines. When it launched, this dual concept of high-end fitness combined with a social club atmosphere was novel in Kuwait's market.

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Chairman's Club Kuwait: The Business Elite's Sanctuary

Chairman's Club Kuwait, operating since 2004 from the 53rd and 54th floors of KIPCO tower, has established itself as the preferred venue for Kuwait's business elite. According to its LinkedIn profile, it functions as "a prestigious exclusive private business social club offering like-minded people a space to come together to enjoy common interests and create life-long connections." Its members range from CEOs and the upper echelons of business, finance, and politics to other industries. They enjoy an exclusive retreat from the office that offers privacy, luxury, comfort, and cuisine, including a unique cigar lounge overlooking the city and sea.

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Founded with backing from prominent business figures (under the KIPCO Group), it created a "safe space where [business leaders] could meet away from the press" to discuss deals in private. Most members are top executives, "CEOs, chairmen/women, or business owners", and the club's leadership notes that "meetings here shape Kuwait's economy" due to the high-profile decisions behind its closed doors.

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Mohammed Al Haroun, CEO of Chairman's Club, explained the club's evolution: "We are focused on evolving the concept of the Chairman's Club from strictly business to business and leisure." Initially centered on confidential meetings and power lunches, it has added family-friendly and social elements. Members can now use the venue for private events like intimate weddings or birthday parties.

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The club also organizes events, from seminars and art showcases to talks by global experts, aiming to enrich members' social experience and spark new ideas. There is even a focus on mentorship programs for youth and young entrepreneurs, reflecting a broader social role. "Instead of just their careers, we want [future leaders] to focus on building themselves... planting the seeds of entrepreneurship in them," Al Haroun says of the club's youth initiatives.

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Beyond Exclusivity: What Kuwaitis Want

The membership club surge in Kuwait parallels similar booms in New York, London, and other global cities. However, Kuwait's distinctive social and cultural dynamics create unique challenges and opportunities for club operators.

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Industry analysis reveals that exclusivity alone isn't enough to create lasting appeal in Kuwait. Kuwaiti consumers are some of the most sophisticated in the Gulf region, having extensively traveled and experienced the world's finest clubs, hotels, and restaurants. Many hold memberships in prestigious London establishments like The Arts Club, Annabel's, and Loulou's, creating exceptionally high expectations for local offerings. Unlike some markets where simply being members-only creates appeal, Kuwaitis expect substance behind the velvet rope.

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Kuwait's hospitality landscape stands apart from other global markets, requiring a nuanced approach to private clubs considering the country's unique cultural fabric. As hospitality experts have noted, Kuwait has immense potential to become a destination that reflects its values, heritage, and vision for the future, emphasizing the importance of balancing international standards with local identity.

This sentiment is echoed by Sheikh Mubarak Al Abdullah Al Mubarak Al-Sabah, a member of Kuwait's royal family and a pioneer in the country's hospitality sector. While his focus has primarily been on hotel development rather than private clubs specifically, his observations about Kuwait's luxury consumers are instructive.

"I think Kuwait is still a conservative society. We are liberal in ways, but we respect our traditions," Sheikh Mubarak noted in an interview with Arabian Business. This cultural duality informs how clubs in Kuwait position themselves, offering world-class amenities while respecting local values.

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Sheikh Mubarak has also observed that what is considered "midmarket" in the Gulf is often significantly upgraded compared to international standards. "We enhance many of these brands," he explained in his Arabian Business interview, pointing out how Gulf properties usually feature higher standards than their counterparts elsewhere. For example, he notes, "The Courtyard Marriott brand in the US is not like the Courtyard Marriott brand in Kuwait...it is much higher [standard] here than it is in Europe."

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This attention to elevated standards permeates Kuwait's private clubs, where even the "casual" offerings would be considered premium in many other markets. The facilities and services are designed to be "unmatched by any other" in the country, reflecting the high expectations of Kuwait's affluent clientele.

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The Kuwait Difference: Cultural Nuances Shaping Elite Spaces

Kuwait's private members club scene faces distinct challenges that set it apart from London or New York. Traditional Diwaniyas or Majles, gathering places where Kuwaiti men have socialized for generations, create natural competition for private clubs. These spaces are deeply embedded in Kuwait's social fabric and fulfill many networking functions that clubs offer elsewhere.

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1. Prohibiting alcohol

A key revenue source and social lubricant in international clubs, means Kuwaiti establishments must find alternative selling points. This challenge requires creativity in programming and amenities to provide the atmosphere and exclusivity typically associated with traditional clubs without relying on alcohol service.

2. Kuwait's society is evolving

In terms of mixed-gender social environments, requiring clubs to navigate these sensitivities thoughtfully. The country's wealthy citizens are well-traveled, creating sophisticated expectations that Kuwait's homegrown clubs must meet.

3. Kuwaiti homes are traditionally spacious and weekend habits

Home are often designed for entertaining, which reduces the need for third places. Weekend habits also create competition, with many Kuwaitis retreating to seaside chalets (from traditional areas like Julaia to Bnaider, and increasingly to new developments like Sabah Al-Ahmad Sea City) or to winter farms in Abdaly and Wafra.

The demographics of these clubs have been shifting over time. Historically, expatriates formed a large segment of private club membership, partly because many Western expats sought recreational facilities that weren't readily available elsewhere in Kuwait. In the case of Al Corniche, by 2020, "most of [its] members were expats because expats don't have homes with pools or chalets, nor do they have an issue wearing swimsuits in a public space. It's the same with all clubs in Kuwait – most members are expats," noted local blogger Mark.

However, with the launch of SVN, there are indications that more Kuwaitis are joining the private club lifestyle. The new management explicitly marketed SVN as a family destination for "all family members." Observers speculated it would be "oriented to locals" in the future. Indeed, Kuwait's younger affluent generation appears increasingly interested in such exclusive lifestyle clubs, both for the prestige and the controlled environment they offer.

Global hospitality experts observe, and its hospitality landscape is evolving to reflect tradition and modernity. This duality defines Kuwait's emerging club scene.

Social and Economic Impact

Private members’ clubs have carved out a distinct social space in Kuwait's culture. They serve as micro-communities for the elite, paralleling (and in some ways replacing) the traditional diwaniya gatherings. Within the walls of clubs like the Chairman's Club, business alliances are forged away from the media spotlight, arguably influencing economic developments in the country.

"We cater to the exclusive community... when they come here, they meet the decision-makers in the Kuwaiti business sector," says the Chairman's Club CEO, emphasizing how the club brings influencers together in ways that can "shape Kuwait's economy." This underscores the economic significance—these clubs are recreational and networking incubators where deals and collaborations take root. In a real sense, they are private engines of social capital.

On the lifestyle front, clubs like C Club, Al Corniche, and SVN have promoted wellness and family recreation among Kuwait's upper classes. This aligns with a broader trend in the Gulf: growing awareness of health and fitness. In Kuwait, the past decade saw a fitness boom. "The industry has been booming over the past five to eight years," Al Askari of C Club observed in 2017, noting the expansion of specialized gyms and programs.

Private clubs tapped into this trend early, offering an all-in-one venue for exercise, relaxation, and socializing. Their appeal lies in providing a controlled, luxurious environment: members enjoy amenities without the crowds of public facilities, and with cultural sensitivities (like women-only sections or family privacy) accounted for. This has arguably encouraged more participation in sports and outdoor activities among those who might otherwise refrain due to privacy concerns.

Economically, the proliferation of exclusive clubs also indicates a market for luxury services in Kuwait. High membership fees contribute to a niche club management, hospitality, and real estate development economy. For example, Arkan Real Estate's investment in the SVN club is part of its portfolio of high-end projects, and the company touts the club as an innovative milestone in its corporate timeline.

The competition to win the Corniche/SVN project became intense; the winning bid offered nearly double the financial return of the incumbent operator, highlighting how valuable these ventures are. These clubs are also tied to an ecosystem of employment (trainers, chefs, event planners) and vendor contracts (spa products, equipment suppliers, etc.), contributing modestly to the local economy.

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The Real Estate Effect: How Clubs Transform Neighborhoods

One of the most significant yet under-discussed impacts of private members' clubs is their influence on surrounding real estate values. Knight Frank's research confirms what many had suspected: proximity to prestigious clubs can significantly enhance property values and accelerate sales.

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In the UK's Cotswolds, Knight Frank found that demand for properties within 15 minutes of Soho Farmhouse was running at more than twice the average for the area, with 2.3 buyers registering for every one buyer in adjacent areas. Notably, houses within a mile of prestigious clubs sold faster (by 2.5 weeks) than similar properties five miles further away.

While Kuwait's compact geography means the distance effect may be less pronounced, the pattern of club-adjacent premium is already emerging. Real estate listings near SVN and C Club increasingly highlight these amenities as selling points, even when the properties are not immediately adjacent.

Incorporating club elements or securing established club operators as anchor tenants for residential developers can provide a significant marketing advantage. As the Knight Frank guide notes, clubs are increasingly seen as "anchor tenants" that give "confidence to other operators and businesses to up their game."

This phenomenon extends beyond the immediate vicinity of clubs. The presence of world-class private clubs contributes to Kuwait's overall perception as a luxury destination, potentially influencing international investment and attracting high-net-worth expatriates.

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The Financial Case: Why Members Clubs Are Booming

Kuwait's economic fundamentals make the private club sector particularly attractive to investors. With approximately 1.6 percent of Kuwaitis classified as millionaires, a higher percentage than in neighboring UAE or Saudi Arabia, there's a substantial potential market for high-end memberships.

The financial model of private clubs offers distinct advantages over traditional hospitality ventures. Unlike hotels with low occupancy seasons or restaurants that face the uncertainty of daily reservations, clubs can count on stable, recurring revenue from membership fees while generating income from food, beverage, and special events.

Industry data indicates that club owners earn between $50,000 and $200,000 annually, depending on location, exclusivity, and membership fee structures. Clubs' gross profit margins typically range from 50–60%, with net profit margins averaging 10–20%. However, hidden costs, such as luxury furnishings and regulatory compliance, can significantly impact profitability, with annual costs for high-end amenities and compliance reaching upwards of $150,000 and $20,000–$50,000, respectively.

Sheikh Mubarak Al Abdullah Al Mubarak Al-Sabah has observed significant challenges in the wider hospitality industry. In a candid assessment, he noted that operators have become problematic for property owners: "The problem that we have today is with operators... They're becoming too big." This observation applies equally to the private club sector, where balancing exclusivity with operational efficiency remains a delicate challenge.

Yet even in this challenging environment, specific market segments remain resilient. Kuwait's exclusive clubs benefit from limited competition and high barriers to entry. This aligns with Sheikh Mubarak's observation about his hospitality ventures: "Kuwait, our home market, is good for us and has been very stable, largely because of the lack of supply." The same principle of limited supply driving demand applies strongly to the private members club sector.

Speaking frankly about market conditions, Sheikh Mubarak has acknowledged the challenging economic environment: "I don't want to blow a trumpet and say [any year] has been a good year; it's been a challenging one. Low oil prices have hit the region, projects have been cut, and companies have shrunk budgets. It's been a tough year across the board."

For property owners, clubs represent premium, long-term tenants capable of activating underutilized spaces with a prestigious brand. This has proven particularly valuable in Kuwait's commercial real estate market, where the pandemic accelerated a reassessment of how physical space is used.

Creating Third Places in Kuwait's Unique Context

The concept of "third places", locations that are neither home nor work but where people gather informally, is especially significant in Kuwait. Unlike Western cities with their piazzas and cafés, Kuwait's urban fabric and climate create different needs for social spaces.

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Kuwait's distinctive character demands a reimagined approach to third places. The extreme summer heat (often exceeding 50°C) makes outdoor gatherings impractical for much of the year. Shopping malls have become de facto public squares, but lack the exclusivity and personalization that affluent consumers seek.

Kuwait differs fundamentally from other markets in its established social patterns. The Diwaniya tradition provides men with regular gathering spaces outside the home. Kuwaiti houses are typically large and designed for entertaining, reducing the need for external meeting places. Weekend retreats to seaside chalets and winter farms fragment leisure time that might otherwise be spent in urban clubs.

Kuwait's wealthy elite are exceptionally well-traveled, particularly to London, where many hold memberships in prestigious establishments. This creates both an opportunity and a challenge: Kuwaiti consumers understand club culture but have incredibly high expectations shaped by global experiences.

Therefore, private clubs in Kuwait must offer something unique. They must not simply import Western concepts but create experiences that respect local values while providing the exclusivity, convenience, and exceptional service that justifies membership.

As international hospitality brands enter Kuwait's market, they recognize this necessity. Leading industry figures emphasize that understanding the nuances of Kuwait's culture and hospitality traditions is essential, noting that successful venues must cater to Kuwait's discerning guests who have traveled extensively and experienced the finest hospitality worldwide.

The pandemic intensified the need for exclusive third places. When COVID-19 restrictions limited public gatherings, many acutely felt the absence of social connection. For some, clubs became a refuge, a place to rebuild social lives in a controlled environment after isolation. This trend has continued post-pandemic, with private clubs becoming more valued as safe, exclusive environments.

Controversies and Challenges

Despite their success, Kuwait's private clubs have not been without controversy. The Al Corniche Club saga exposed tensions around public resources and transparency. After Al Corniche's original operators lost the 2019 bid to renew their lease, they alleged irregularities, prompting a parliamentary inquiry.

Touristic Enterprises Co. (the state landlord) had to defend the tender publicly, insisting it "was carried out by the law... and the contract was awarded to the bidder offering the best financial return." The former operator's refusal to vacate and legal challenges delayed the new project. This dispute, reported in local media, became a notable business controversy, underlining that even exclusive clubs are subject to Kuwait's bureaucracy and politicized business environment.

Eventually, the issue was resolved in favor of the new investor, but not before damaging allegations and a temporary stand-off. Such episodes show private clubs can become entangled in public-sector politics, especially when they sit on government-owned coastal property.

Another point of contention is the social exclusivity of these clubs. By design, they cater to a small, privileged segment of society, which can breed resentment or misconceptions. Some critics have described specific club communities as cliquish or aloof. (In an online discussion, one user even quipped that a club "was more like a cult," alluding to the strong in-group bonds.)

While "cult" is an exaggeration, it speaks to how insular these private circles can appear to outsiders. The clubs must balance exclusivity with broader community engagement to avoid a negative image. This is partly why newer initiatives, like Chairman's Club inviting youth for mentorship programs, or clubs hosting charity events, have been necessary to demonstrate social responsibility, not just indulgence.

Furthermore, Kuwait's conservative social norms pose a subtle challenge. Private clubs operate in a gray area between public and private life. They allow mixed-gender interaction. These practices must be careful not to provoke conservative backlash. So far, clubs have managed this by maintaining low profiles and strict privacy; for instance, high walls and membership vetting ensure activities remain behind closed doors.

Industry data indicates these issues are not unique to Kuwait. Despite growth globally, clubs face rising resignation rates: in 2023, average member resignations increased by 63% compared to 2022 and 65% compared to 2021. There was also a 5% decrease in new organic leads and a 7.5% drop in member referrals in 2023 compared to 2022, indicating challenges in attracting and retaining members.

The Future of Kuwait's Club Scene

The private club landscape in Kuwait continues to evolve, with new concepts being considered that would each target different segments of Kuwait's elite. Industry experts suggest that Kuwait's next generation of clubs must focus on creating genuine value and community rather than relying solely on exclusivity.

This approach aligns with global trends identified by Knight Frank's research, moving toward increasing specialization in club offerings. Rather than attempting to be everything to everyone, new concepts will likely focus on specific passions, whether art, automobiles, or particular cuisines. As hospitality expert Nadine Choe observed in the context of New York's club scene, "The proliferation of clubs kind of creates a 'choose your sports team' mentality," with each club attracting members who identify with its specific character and values.

Industry analysis indicates the future belongs to clubs that balance exclusivity and personalization. Kuwait's affluent consumers don't just want to be part of something exclusive; they want to feel that the experience has been tailored specifically for them. This mirrors global trends where clubs are increasingly defined by their ability to make members feel recognized and valued as individuals, not just as members of an elite group.

One such project, described in a recent industry announcement as "Kuwait's most elite VIP Members Venue," is planned for the top of one of Kuwait's tallest skyscrapers. According to promotional materials, this venue will "host royalty, presidents, and the global elite, offering a luxurious escape with an array of fine dining options, a refined cigar lounge, and event spaces that combine elegance with cutting-edge design."

The club is positioned not just as a social venue but as reinforcing "Kuwait's status as a central business hub," reflecting how these spaces serve social and economic functions in the country's elite circles. This development comes at a time when Kuwait City is "quickly emerging as the place to be in the Middle East," according to hospitality industry publications, "offering a dynamic fusion of modernity and tradition" and becoming "increasingly the hub for luxury, business, and hospitality."

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Leading clubs are investing heavily in design and amenities, with some global examples like Annabel's in London having undergone $100 million redesigns to reinforce exclusivity. In Kuwait, a similar trend toward ultra-luxurious facilities and uncompromising attention to detail is evident in newer club developments.

Looking ahead, the trend of exclusive clubs in Kuwait is likely to continue evolving. There is a limited coastline and market, so there will be few new clubs, but existing ones are expanding their roles. We see an emphasis on innovation: clubs continually upgrade facilities (e.g., introducing new sports like padel or high-tech wellness treatments) to stay ahead.

Mohammed Al Haroun, CEO of Chairman's Club, hints at an almost civic-minded ambition for his club's future: "In the long term, our goal is for the Chairman's Club to be where new strategies for the country are developed and executed." This indicates that private clubs might gradually take on a quasi-public role in thought leadership and community development, albeit within an exclusive framework.

Beyond Buzz: Building for Longevity

While the interest in private clubs has generated significant attention and investment, the industry's history suggests that sustained success is far more challenging than initial buzz. Knight Frank's research warns of a coming shakeout in which many newly opened clubs will not survive for the long term.

For Kuwait's clubs, building for longevity rather than momentary cachet requires several key elements. First is the ownership structure and financial planning. Knight Frank notes that "clubs backed by institutional investors or family offices with deep pockets can weather economic downturns more readily than those dependent on individual entrepreneurs or outside financing."

This advantage is evident in Kuwait's club landscape, where SVN and Chairman's Club Kuwait benefit from strong institutional backing. Initially developed by Alargan International Real Estate Company, C Club has demonstrated the importance of long-term financial commitment in evolving from a fitness facility to a more comprehensive social club over nearly two decades.

Sheikh Mubarak Al Abdullah Al Mubarak Al-Sabah has cautioned against focusing solely on luxury and exclusivity. In an Arabian Business interview, he observed, "There are a lot of luxury developments coming on to the market, and it will be interesting to see how these fare over the next two to three years. They will be under pressure, for sure."

His observations point to a broader concern in Kuwait's elite spaces: sustainability requires more than exclusivity; it demands creating genuine value and community. Clubs that rely solely on their velvet rope appeal risk becoming victims of their initial success, unable to maintain interest once the novelty fades.

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The Exclusivity Paradox

While private members’ clubs flourish in Kuwait, their fundamental model of exclusivity raises questions in a nation working to diversify its economy and society. The inherent tension between cultivating belonging for some while excluding others is a challenge that clubs must navigate thoughtfully.

As sociologist Ray Oldenburg noted in his work on third places, true community spaces should be inclusive and accessible without formal membership criteria. With their fees and selection processes, Kuwait's private clubs inherently contradict some of these principles, raising questions about their role in fostering broader social cohesion.

For Kuwait's private clubs to thrive long-term, they must find ways to balance exclusivity with inclusivity of thinking, creating spaces that, while selective in membership, foster diverse ideas, experiences, and perspectives. The most successful clubs may be those that redefine exclusivity: focusing less on keeping people out and more on bringing the right people together in thoughtfully designed environments.

This challenge is particularly acute in Kuwait's relatively small social milieu. Unlike London or New York, where anonymity is possible and social circles remain distinct, Kuwait's interconnected society means that good and bad reputations travel quickly. The most successful clubs will be those that can create a sense of elite community while avoiding the perception of elitism.

How to Make a Members Club Work in Kuwait

Creating a successful private members club in Kuwait requires understanding global best practices and local cultural nuances. Drawing from successful examples worldwide and adapting them to Kuwait's unique context, several key principles emerge:

1. Understanding Your Audience Beyond Demographics

Successful clubs go beyond targeting wealth brackets to curate communities based on shared interests and values. In Kuwait, this means recognizing the sophisticated tastes of potential members who have experienced clubs worldwide. Eric Freitas Orford, general manager of The Twenty Two in New York, emphasizes that "the biggest positive thing about members clubs is knowing that when they come here on a Friday night, say it's 11 pm or 1 am, we're going to welcome them through the doors." This reliability and personal recognition are equally valuable to Kuwait's elite.

The global ultra-high-net-worth population grew by 7% in 2024, fueling demand for hyper-personalized club experiences. Clubs are attracting a more diverse membership, including creative professionals, tech entrepreneurs, and those seeking unique social and business spaces. In Kuwait, this membership diversification beyond traditional business elites represents an opportunity for clubs to create distinctive communities.

2. Curating Membership with Purpose

Kuwait's clubs must consider who belongs together rather than simply excluding people. As Scott Sartiano of Zero Bond suggests, think of it like "having a dinner party at your house, and you're trying to bring old friends with new friends and put them together and form new relationships for people." In Kuwait's interconnected society, this curation takes on added importance, with successful clubs bringing together members who might not otherwise meet but share complementary interests and values.

When selecting members, club operators need to ask themselves whether groups sitting at neighboring tables will be interested in talking to one another, and consider their role in facilitating connections. Some clubs outside Kuwait have devised creative ways to assess potential members' personality and social dynamics, such as asking them to share a funny story during the interview process.

About 63% of clubs globally reported increased membership counts in 2022, and 62% had waiting lists for prospective members at the end of 2022 and early 2023. Some clubs report waiting lists in the thousands, highlighting the high demand for exclusivity. In Kuwait, this selectivity must be balanced with cultural sensitivity and understanding of social dynamics.

3. Creating an Authentic Sense of Place

While Kuwait's clubs can draw inspiration from global establishments, they must develop their distinctive identity reflecting local culture. Kuwait's cultural heritage provides rich material for authentic environments that feel grounded rather than imported. The design should incorporate elements that resonate with members' cultural identity while providing the expected sophistication.

As one New York club operator noted, "You have to understand the landscape, the permitting, the licensing, the staff, how to get them, and most importantly, the people of New York City, because they have access to anything they want at any time they want it. So, how do you build something unique and special enough that they want to pay to be a part of it long term?" This observation applies equally to Kuwait, where affluent consumers have access to the best experiences worldwide.

4. Delivering Exceptional Service with Recognition

The hallmark of great clubs is making members feel individually valued. As hospitality expert Nadine Choe notes, "Think about your favourite corner restaurant you always visit. Why do you like going there? Because you feel seen. They know your name. They know how you like to drink your martini." In Kuwait's service-oriented culture, this personalized attention must be exceptional, recognizing not just preferences but subtle social conventions.

Consistency in staff is one way clubs can build relationships with their members. Zero Bond in New York has had the same staff since opening, and founder Scott Sartiano spends 10 to 12 hours there daily. This dedication creates a sense of stability and familiarity that members value.

Hyper-personalization through data insights is emerging as a key marketing strategy, with 80% of consumers more likely to purchase when offered personalized experiences. Kuwait's clubs can leverage this trend to create tailored experiences for members, from remembering dietary preferences to anticipating social and business needs.

5. Programming That Creates Connections

Events and activities should foster meaningful interactions among members. Kuwait's traditional social gatherings, like diwaniyas, emphasize conversation and connection. Successful clubs will provide sophisticated programming that similarly encourages relationship-building, whether through cultural events, business forums, or wellness activities that align with members' interests but go beyond what they could experience at home.

Chairman's Club has embraced this approach, organizing seminars, art showcases, and talks by global experts, aiming to enrich members' social experience and spark new ideas. Taking programming seriously is crucial; Nick Hamilton, co-founder of The Conduit in London, observes, "One of our biggest expenses is programming, and it is the single biggest source of conversion for new members."

Programming should also reflect Kuwait's evolving cultural landscape. While respecting traditions, clubs can create spaces for dialogue about contemporary issues, from business innovation to cultural trends. This positions clubs not just as venues for leisure but as intellectual and cultural hubs.

6. Balancing Tradition and Innovation

Kuwait's clubs must navigate the delicate balance between respecting traditional values and offering fresh experiences. This might mean creating women-only spaces or times alongside mixed gatherings, or incorporating modern interpretations of conventional Kuwaiti hospitality elements. The most successful clubs will honor cultural traditions while allowing for evolving social norms.

Sheikh Mubarak Al Abdullah Al Mubarak Al-Sabah captures this balance when he notes that Kuwait is "still a conservative society. We are liberal in ways, but we respect our traditions." This cultural duality informs how clubs in Kuwait position themselves, offering world-class amenities while respecting local values.

Innovation can take many forms, from incorporating cutting-edge wellness technologies to introducing new culinary concepts. The key is ensuring that innovations enhance rather than contradict Kuwait's society’s core identity and values.

7. Building for Long-Term Relationships, Not Trends

The clubs that thrive will focus on developing lasting relationships with members rather than chasing momentary buzz. As hospitality expert Annabel Schwartz observes, when clubs "really deliver the experience that a membership club should be, I think there's a huge longevity still available for them." This is particularly true in Kuwait, where social relationships tend to be enduring rather than transient.

Focusing on long-term financial sustainability is crucial. The Knight Frank guide notes that "clubs backed by institutional investors or family offices with deep pockets can weather economic downturns more readily than those dependent on individual entrepreneurs or outside financing." This solid financial backing is essential in Kuwait's sometimes volatile economic environment.

The current surge in private members’ clubs globally will inevitably lead to what Knight Frank describes as a "shakeout" where many will not survive. Those that do will be the ones that have created genuine value beyond exclusivity, fostering communities that members feel personally invested in.

8. Leveraging Technology While Maintaining Human Connection

Successful clubs must find the right balance between technological convenience and human interaction in an increasingly digital world. Digital tools can enhance the member experience through seamless bookings, personalized communications, and access to club services, but they should never replace the personal touch that defines great clubs.

Kuwait's tech-savvy affluent population expects digital convenience and values traditional hospitality. Clubs that provide modern efficiency and old-world charm will have a competitive advantage.

With thoughtful execution of these principles, Kuwait's private members’ clubs can create distinctive, culturally relevant experiences that meet their members' sophisticated expectations while offering something that even London's most prestigious establishments cannot: a genuine expression of contemporary Kuwaiti excellence.

Market Outlook and Growth Potential

The global private members' club market is projected to reach $25.8 billion by 2027, with an annual growth rate of 11.2%. Kuwait is positioned to capture a portion of this growth, with its high concentration of wealth and increasing appetite for exclusive experiences.

While the market for private clubs in Kuwait has natural limitations, there is only so much prime real estate, particularly along the coastline, and the potential membership base is relatively small compared to global cities; there is still significant room for growth in quality and specialization.

Unlike major cities like London or New York, where dozens of clubs can thrive by catering to different niches, Kuwait's market may support only a handful of truly exclusive clubs. However, these clubs can achieve remarkable depth in their offerings and member engagement. The competition is not about quantity but quality, creating exceptional experiences that justify the high membership fees and long-term commitment.

Industry data indicates that club owners earn between $50,000 and $200,000 annually, depending on location, exclusivity, and membership fee structures. In Kuwait, where operating costs are high but so is the willingness to pay for premium experiences, clubs that execute well can achieve substantial profitability.

Kuwait's clubs will face challenges navigating economic fluctuations, particularly those tied to oil prices. As Sheikh Mubarak Al Abdullah Al Mubarak Al-Sabah observes, "Low oil prices have hit the region, projects have been cut, companies have shrunk budgets." Clubs with diverse revenue streams and strong financial backing will be better positioned to weather these cycles.

The Freelance and Consultant Opportunity: A Growing Market Segment

An emerging opportunity for Kuwait's private members’ clubs lies in the rising population of freelancers, consultants, and independent professionals. Kuwait's business landscape is experiencing a gradual shift, with more professionals opting for independent careers rather than traditional corporate roles.

This trend is noteworthy because Kuwait recently introduced regulations allowing freelancers to establish companies and obtain licenses to operate from their residences. While this provides legal clarity, many professionals still require professional meeting spaces and office facilities for client interactions.

Private members’ clubs are uniquely positioned to serve this growing market segment. Unlike traditional coworking spaces, which focus primarily on desk provision, clubs offer a more sophisticated environment that enhances the freelancer's professional image when meeting clients. For instance, the Chairman's Club Kuwait has already begun attracting independent consultants who value both the prestige of the location and the practical benefits of having access to meeting rooms with panoramic views of the city.

For these professionals, a club membership represents a workspace solution and a business investment. The networking opportunities within exclusive clubs can generate valuable connections and potential clients. At the same time, the high-end facilities provide a professional backdrop for client presentations and meetings that would be impossible to replicate in a home office or public café.

This segment's needs differ somewhat from those of traditional members. They require more flexible access to private meeting spaces, reliable high-speed internet, and discreet service that enhances their professional image. Clubs that can adapt their offerings to include tailored services for freelancers, such as bookable meeting rooms with premium audiovisual equipment, virtual office services, or even specialized networking events for entrepreneurs, stand to capture this growing market.

As Kuwait diversifies its economy beyond oil, the independent professional sector will expand further, providing a sustainable growth avenue for clubs willing to evolve their service models to accommodate these members' unique requirements.

Cultural Significance and Future Outlook

In just a few decades, private members’ clubs have woven themselves into the social tapestry of Kuwait's elite life. Culturally, they blend global lifestyle trends with Kuwaiti high society. They have introduced concepts of country-club leisure and business networking that were new to Kuwait in the early 2000s, and have since become the status quo for those who can afford them.

These clubs are venues where modernity meets tradition: one might see a young Kuwaiti executive in a fitness class in the morning, and later see him in traditional attire at his family diwaniya in the evening. Private clubs add dimension to how social life and business are conducted in Kuwait, offering alternative venues to connect outside the office or home.

From the top-floor lounges of Chairman's Club to the beachfront cabanas of SVN, Kuwait's private members’ clubs collectively reflect how Kuwaiti society balances tradition with modernity. As long as there is a desire for privacy, community, and premium experiences, private members’ clubs will continue to thrive as both social enclaves and influencers of culture in Kuwait.

Like their counterparts worldwide, Kuwait's clubs are increasingly seen not just as venues for leisure but as signifiers of status and taste. As one industry observer notes, "The allure of luxury clubs lies in their impeccable service, opulent settings, and the prestige of belonging to an elite social circle." In Kuwait's status-conscious society, membership in the right club has become a powerful social marker.

However, the most successful clubs will move beyond mere status to create genuine value for their members. As Mohammed Al Haroun of Chairman's Club articulates, "In the long term, our goal is for the Chairman's Club to be where new strategies for the country are developed and executed." This vision of clubs as incubators for ideas and leadership reflects their potential to be more than exclusive retreats.

Conclusion: The Future of Exclusivity in Kuwait

Private members’ clubs in Kuwait have traveled from novelty to maturity. They were born in an era of economic optimism, grew up through years of social change, and are now embedded as fixtures of elite culture. They began as oases of privacy and luxury, whether for business deals, personal fitness, or family relaxation, and they remain so today, only with expanded significance.

As Kuwait evolves as a society and economy, its private clubs will likely take on new roles and meanings. They may become incubators for innovation and entrepreneurship, showcases for Kuwaiti culture and cuisine, or laboratories for new approaches to sustainability and wellness. The possibilities are as diverse as the interests and aspirations of Kuwait's elite.

The challenge for these clubs, and perhaps their most significant opportunity, is to balance exclusivity with purpose. The most successful will not just be places that keep people out, but places that bring the right people together for experiences and connections that could not happen elsewhere. They will be about luxury and creating the conditions for personal, professional, and cultural flourishing.

In a world where true exclusivity is increasingly rare and difficult to maintain, Kuwait's private members clubs can redefine exclusivity for the 21st century: not just scarcity and status but quality, community, and meaning. If they can achieve this, they will secure their place as luxury amenities and essential institutions in Kuwait's social and cultural landscape for decades to come.

Ali Bahbahani and Partners is a customer-centric advisory and hospitality consulting firm specializing in business transformation, brand growth, customer experience strategies, and innovative concept creation across the GCC. Focusing on the luxury sector, the firm brings international expertise to Kuwait's evolving hospitality landscape.

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