Solaris is founder-led and supported by specialist partners across hospitality, wellness, content, land sourcing, permitting and modular delivery. Management reports six selected Phase 1 locations, pod-supplier relationships, local property and development relationships, permitting pathways under way in five locations, wellness expertise through YouthnSoul and guest-service capability through LuxuryTravelButler.
Core development, six sites
Modelled annual revenue
Contribution before land
Contribution margin, target case
Revised investment snapshot
The planning metrics behind the model.
| Planning metric | Revised assumption | Investor interpretation |
|---|---|---|
| Fully delivered dome pod | $86,800 | Base unit $21,000 + shipping $6,300 + assembly $11,200 + access $13,300 + plumbing $16,800 + fit-out, fees and contingency $18,200 |
| Fully delivered capsule pod | $78,200 | Base unit $18,000 + shipping $5,600 + assembly $9,800 + access $11,900 + plumbing $15,400 + fit-out, fees and contingency $17,500 |
| Eleven guest pods | $903,200 / site | Provisional mix of five domes and six capsules; guest accommodation only |
| Four support pods | $312,800 / site | Massage, health, staff and manager pods at the capsule budget — provisional |
| Shared facilities, vehicle, water and contingency | $506,920 / site | $400,000 shared works + $106,920 fees and contingency |
| Core development before land | $1.723m / site | $10.338m across six locations for the provisional 5-dome / 6-capsule mix |
| Annual membership | $3,400 | 2,000 memberships produce $6.800m; stays charged separately |
| Nightly rate, all pods | $295 | Single flat rate applied to dome and capsule guest pods |
| Thailand site staffing | approx. $166,000 / year | 15 local employees plus outsourced security; no kitchen brigade |
| Operating contribution before land | 65% of revenue | Illustrative contribution after a 35% expense allowance; not net income |
| Global wellness specialists | Guest-funded | Expert fee, travel, accommodation and compliance charged as a service |
Line-item development budget
$1.723m per site before land.
| Capital line item | One 15-pod site | Six-site network |
|---|---|---|
| Five fully delivered dome guest pods — $86,800 each | $434,000 | $2,604,000 |
| Six fully delivered capsule guest pods — $78,200 each | $469,200 | $2,815,200 |
| Four capsule support pods — massage, health, staff, manager | $312,800 | $1,876,800 |
| Main guest meeting area and fire pit | $90,000 | $540,000 |
| 24/7 pantry, cold storage and provisioning room | $40,000 | $240,000 |
| Spa and recovery building | $150,000 | $900,000 |
| Branded guest SUV | $45,000 | $270,000 |
| Water supply, filtration, storage and wastewater | $75,000 | $450,000 |
| Support pods and shared works subtotal | $712,800 | $4,276,800 |
| Professional fees and contingency — 15% of that subtotal | $106,920 | $641,520 |
| Core development before land | $1,722,920 | $10,337,520 |
The restored facilities are planning allowances, not contractor quotations. Land, acquisition costs, major off-grid power, pre-opening working capital and financing costs remain outside the $1.723m estimate.
Revenue and margin bridge
Membership, lodging and ancillary spend.
| Revenue line | Target case | Calculation |
|---|---|---|
| Membership revenue | $6.800m | 2,000 memberships x $3,400 |
| Accommodation revenue | $4.388m | 14,875.575 occupied nights x $295 per night |
| Ancillary guest spend | $1.316m | 30% of accommodation revenue; $88.50 per occupied night |
| Total modelled annual revenue | $12.505m | Membership + accommodation + ancillary |
| Operating expenses | ($4.377m) | 35% of total revenue, including the $0.996m staffing line |
| Target operating contribution | $8.128m | 65% of revenue before land charges and other excluded costs |
Thirty-five-percent operating-expense allowance
Where the operating cash goes.
| Operating-cost category | % of revenue | Target-case allowance |
|---|---|---|
| Local staffing and security | 7.96% | $0.996m |
| Food, beverage, merchandise and programme suppliers | 6.00% | $0.750m |
| Utilities, laundry, cleaning and routine maintenance | 5.00% | $0.625m |
| Member acquisition, booking and payment costs | 4.00% | $0.500m |
| Transport, insurance and operating compliance | 3.00% | $0.375m |
| Central management, administration and technology | 5.00% | $0.625m |
| Unallocated operating contingency | 4.04% | $0.505m |
| Total operating expenses | 35.00% | $4.377m |
The $996,000 network staffing budget sits inside the $4.377m allowance, not deducted twice. Ancillary revenue is modelled at 30% of accommodation revenue on a gross-spend basis; accounting advisers must confirm gross-versus-net presentation before investor reliance.
Per-site target case
One 15-pod site, annualised.
| One 15-pod site | Annual target | Interpretation |
|---|---|---|
| Membership revenue | $1,133,333 | $6,800,000 ÷ 6 sites |
| Accommodation revenue | $731,382 | Average annual allocation per site |
| Ancillary guest spend | $219,415 | 30% of site accommodation revenue |
| Total site revenue | $2,084,131 | One-sixth of the network target case |
| Operating expenses | ($729,446) | 35% of site revenue; includes $166,000 staffing |
| Contribution before land charges | $1,354,685 | 65% before land charges and other excluded costs |
Sensitivity
Downside, base and target.
| Case | Members | Occupancy | ADR | Revenue | Contribution |
|---|---|---|---|---|---|
| Occupancy stress | 2,000 | 50% | $295 | $11.188m | $7.272m |
| Intermediate | 2,000 | 60% | $295 | $12.066m | $7.843m |
| Owner target | 2,000 | 65% | $295 | $12.505m | $8.128m |
The 65% contribution is not net profit or EBITDA. It is a planning contribution after the 35% operating-expense allowance but before land rent or revenue share, taxes, depreciation, amortization, debt service and owner distributions.
Membership capacity versus pod nights
66 guest pods carry 2,000 memberships — with guardrails.
| Capacity step | Pod nights | Formula |
|---|---|---|
| Gross annual inventory | 24,090 | 66 guest pods x 365 |
| Less 5% maintenance reserve | (1,204.5) | 24,090 x 5% |
| Saleable annual inventory | 22,885.5 | 24,090 − 1,204.5 |
| Occupied nights at 65% | 14,875.575 | 22,885.5 x 65% |
| Occupied nights per membership | 7.44 | 14,875.575 / 2,000 |
| Equivalent five-night stays | 1.49 | 7.44 / 5 nights |
Membership does not include unlimited accommodation. Members pay for stays at preferred rates, which protects yield and makes usage manageable. The binding constraint is peak-period distribution, not annual nights alone. At one five-night stay a member, demand is 10,000 nights — 44% of saleable inventory.
Industry context
A large, premium-spend category.
Global wellness economy, 2024
Wellness-tourism expenditure, 2024
Indonesia wellness economy
Thailand wellness-tourism spend
Global Wellness Institute, 2024. Philippines is reported at $47.27bn and Thailand at $42.71bn. These figures support the category, but Solaris demand must still be proven through deposits, paid trials and repeat bookings.
Three-month launch assumptions
Land to first rentable pod: target 90 days.
Close land-control conditions; title and survey confirmation; freeze pod specification; lodge final permit package; place conditional manufacturing order.
Site clearing and foundations; utility works; pod manufacture and dispatch; customs plan; hire site lead; configure booking and member systems.
Delivery, assembly and MEP connection; FF&E; safety systems; landscaping; service training; practitioner and supplier onboarding.
Soft-opening rehearsals; guest-journey test; safety drill; content capture; controlled first bookings; snagging and handover.
Request the full investor summary
The confidential August 2026 pack includes the country land-control and permitting overview, leadership structure, expert network and funding-readiness checklist.
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