Four programmes, one ladder, focused by design.

Unit economics · proposed pricing model

Room, board, and programme on a per-guest basis.

The three components of a guest's total stay cost, modelled separately. Programme fees are the revenue line driven by the clinical offering; room and board are the hotel operating revenue the programme unlocks. Separating them on the pitch matters because the commercial model values them differently — programme fee has a higher contribution margin; room nights have lower marginal cost. The board will want to see the components and the blended result both.

Assumed unit prices: the standard double room is £192 per night including breakfast. A twenty per cent loyalty discount on the room rate applies to Long Pause, Long Reset, and Long View guests. Lunch and dinner are charged at a combined £90 per person per night (approximately £35 longevity lunch + £55 Ahara dinner); breakfast is bundled into the room rate. All figures exclude beverage spend, which a guest-mix assumption should add at roughly £25 to £40 per day of stay for forecast purposes.

Single occupancy and double occupancy

Rooms are standard doubles at £192 per night. The room rate is the same whether one person or two stay in it — the same room, the same servicing cost. The programme fee, by contrast, is charged per person — once for each guest who is on the programme. That gives three meaningful scenarios for a guest's bill: a solo programme guest, a programme guest sharing the room with a non-participating partner, and a couple where both are on the programme. The table below shows all three side by side because they are the three a board member, a guest, or a sales conversation will reach for.

The table below sets out the per-programme breakdown across all three scenarios. Single-occupancy total is what a solo programme guest pays. The first double-occupancy column is what the bill becomes when one programme guest shares the room with a non-participating partner who simply joins them for meals. The second double-occupancy column is what a couple pays when both of them are on the programme — two programme fees, one shared room, two persons' food.

Room rate: £192 per night for a standard double, breakfast included; 20% loyalty discount applies to Pause, Week, and View. Food (lunch + dinner only): ~£90 per person per night. Beverages not included — a conservative beverage assumption of £25 to £40 per stay-day should be added for forecasting. Single occ. = programme fee × 1 + room + food × 1. Dbl · 1 on prog. = programme fee × 1 + room + food × 2 (programme guest plus a non-participating partner). Dbl · 2 on prog. = programme fee × 2 + room + food × 2 (a couple where both are on the programme).

Unit economics · margin on new investment

Where each part of the bundled fee actually goes.

The question the board needs answered is narrower than a generic contribution-margin calculation. The Ayush Spa already exists and operates profitably at its own margin; the Medilab partnership operates at Medilab's margin on the analyser, lab staff, and lab-side accreditation cost it carries. What we are adding on top is the programme layer — the additional clinical time (Dr Chande as Medical Director, the dietitian, the psychologist, the health coach), the diagnostic infrastructure, the sleep reporting software, the post-stay follow-up. The new hires and the upfront capex have to be paid back from the residual portion of each bundled fee — what's left after the Ayush and Medilab pass-throughs — not from the gross fee.

Methodology — four layers in the bundled fee

Each programme is sold as a single bundled fee. Inside that fee, money flows in four directions. One — Ayush pass-through: the existing spa treatments delivered at Ayush's existing margin, priced at current Ayush retail (the May 2025 brochure). The hotel collects this and forwards it to Ayush; no new economics for the hotel. Two — Nidana pass-through: the bloodwork tier delivered at Medilab's indicative pricing. The hotel collects this and pays it to Medilab (operating Nidana under service contract); Medilab carry the analyser, lab-side accreditation, and lab staff. Clinical interpretation sits with the in-house medical team on the hotel side of the boundary (see the Sama Clinic page). Again no new economics for the hotel on the Nidana side. Three — Kanti aesthetic (where chosen): pure aesthetic procedures (Botox, fillers, thread lifts) are priced separately at Dr Kerr's rates and are not part of the bundled programme fee — a guest choosing them adds them on top. Any programme-included skin-quality work (LED, hydrafacial, chemical peels, HIFU) sits in the residual below rather than as pass-through. Four — net to hotel: what's left. This residual funds the new programme delivery — the expanded clinical time (Dr Chande, the Manas psychologist, the dietitian, the kinesiology scientist, Dr Dix's Klesha stream, the DEXA operator at Deha), in-house diagnostic infrastructure (Deha DEXA, on-site Kaya movement work, Nidana blood-draw room), Aruna and Hima operating cost, sleep tracking, coaching, written protocols, and post-stay follow-up. After costing those new items, the contribution to new investment is the residual minus the new costs.

This is deliberately more conservative than a headline-contribution view. It treats the spa treatments and the bloodwork as third-party fees that the hotel collects and forwards, neither of which carries hotel margin, and answers the question that actually needs answered: does the residual pay back the new investment?

Programme prices are held from the earlier iteration (£800 / £1,680 / £3,290 / £8,050) pending margin observation under the expanded clinical scope; if the resulting margin proves too tight, the ladder lifts. Focus revenue — described in the Focus architecture section above — sits above and separate from these figures: a Long Reset guest choosing three Focuses at £700–£1,500 each adds £2,000–£4,500 of Focus revenue on top of the £3,290 programme fee, with a per-Focus cost that is materially lower than the Focus retail price (Focus margins run higher than programme margins because the fixed clinical spine is already funded by the base fee). The blended per-guest fee at the modelled Focus attach rate is therefore meaningfully above the £3,290 headline, and this is what makes the expanded workforce (~£570–835k on Sama Clinic) fundable.

Key unit-cost assumptions for the new-programme-delivery items: Dr Chande's medical time at £110/hour (fractional Medical Director rate, Jersey-adjusted); Dr Prasanna's programme time at £75/hour internal transfer rate; the Manas psychologist and dietitian at £55/hour each; the kinesiology scientist at £40/hour; health coach at £30/hour loaded. Deha DEXA all-in per-scan cost ~£50 (radiographer time + machine amortisation + reporting); the £70–120k capex is amortised over ten years. On-site Kaya panel (FMS + grip + force-plate + video-capture) ~£80 per full session. Orion Sleep System amortisation £5/night. Hima cryotherapy marginal cost ~£8/session (LN2 + operator time + wear allocation); the £53–90k chamber capex amortises over ten-to-fifteen years. Aruna marginal cost ~£3/session (LED panel time + minor consumables). Room and food are excluded — they are charged separately from the programme fee, priced at Hotel de France's existing rates, and already operate at the hotel's own margin. Nidana pass-through values at April 2026 indicative midpoints (Tier 1 ~£105, Tier 2 ~£185, Tier 3 ~£340, Tier 4 ~£550) — GI-MAP microbiome analysis (now standard on every programme) adds ~£300–400 per guest at wholesale, negotiable at volume; per-tier pricing is reviewed at month six and twelve. Full per-tier marker-level detail on the Nidana page.

Summary — residual margin across the four programmes

The four programmes compared on the bundled-fee basis, with the Ayush and Medilab pass-throughs subtracted to show what's actually available to the hotel for new-investment contribution. The line-by-line build-up for each programme sits on its individual page (Weekend, Pause, Reset, View).

Toggle on — cryotherapy added. The margin figures below reflect cryotherapy's per-guest marginal cost (LN2 supply, operator time, wear allocation at roughly £8/session): –£12 on Long Weekend, –£36 on Long Pause, –£52 on Long Reset, –£96 on Long View. Fixed cryo opex (£20–35k/year) is recovered through the local revenue stream (Cryo Add-on memberships plus single-session drop-in), not through bundled-fee margin.

What this tells us

The discussion below uses the toggle-off baseline figures for clarity. With cryotherapy committed, each programme's residual margin is reduced by the amounts noted in the toggle box above; the qualitative conclusions are unchanged.

Every programme covers its own new-investment costs with a reasonable margin. This is the result of deliberately pricing the Weekend and Pause to avoid a loss-leader structure. The Long Weekend at £800 returns £96 (43%) on its £221 net-to-hotel residual; the Long Pause at £1,680 returns £273 (41%) on £661; the Long Reset at £3,290 returns £813 (53%) on £1,547; the Long View at £8,050 returns £3,615 (73%) on £4,963. The ladder is coherent rather than dependent on cross-subsidy. Pass-throughs to Ayush (existing spa retail) and Medilab (clinical bloodwork) sit outside this analysis — they are paid through the bundled fee but do not draw on hotel margin.

The Weekend still plays an acquisition role even while paying its own way. The all-in total sits at £1,505 (programme fee plus room and food, single occupancy) — at the upper end of what a guest will try as a first-visit introduction, but generating £96 of genuine new-investment contribution per booking rather than running at cost. The £250 credit toward a Long Reset within 90 days continues to do the ladder-conversion work; the residual margin means the Weekend is no longer a pure marketing expense to be measured on conversion alone. It earns its keep at the unit level and feeds the funnel.

The Long Pause is a genuine margin contributor, not just a ladder step. At 41% margin on the £661 net-to-hotel residual it returns £273 per booking. The Pause is not waiting on future conversion to justify itself — it earns its own keep while the ladder-conversion incentive (a credit toward a Long Reset within twelve months) continues to do its work.

The Long Reset is the margin anchor. £813 of new-investment contribution per booking means roughly 270 Long Reset bookings per year would cover the entire ~£217k annual new-investment burden unassisted. At the modelled Year 3 steady-state mix of 20% Week guests on a ~840-guest book, that is comfortably met.

The Long View carries disproportionate weight. £3,615 of new-investment contribution per booking means even at the modest 5% View mix, this single programme delivers around a fifth of total contribution. Pricing discipline on the View matters most — the View's residual margin is the highest in the ladder and almost every additional pound of bundled fee, after the Ayush and Medilab pass-throughs, flows through to new-investment contribution.

What needs to be true, commercially. The new investment (new hires £128k + software run-cost ~£8k–£20k Y1 to Y5 + annualised capex ~£74k including MVP renovation = ~£217k/year) is paid back from the residual margin across the programme mix. At the Year 3 steady-state mix — 45% Weekend / 30% Pause / 20% Week / 5% View — every 100 guests generates ~£47k of contribution. To cover ~£217k annually at that mix, the business needs ~460 programme guests per year. The five-year forecast targets ~840 programme guests at steady state — leaving meaningful headroom on mix assumptions. A drift toward more Weekends (say 60/25/13/2 instead of 45/30/20/5) would still clear the burden, but with thinner margin of safety.

Treatment retail values drawn directly from the Ayush Wellness Spa brochure, valid from May 2025 (provided). Dr Prasanna's extra time is modelled only for the incremental hours beyond what the retail Ayurvedic consultation already prices. Where the programme value of Dr Prasanna's extended time is significant — as on the Week and View — this is explicitly costed into the new-programme-delivery block. The Weekend and Pause assume Dr Prasanna's programme-specific time is covered by the retail consultation rate; if in operation he spends meaningfully more time than that on Weekend or Pause guests, the residual margin on those programmes falls. Sensitivity: a 10% mis-pricing on any single treatment in the retail bundle moves the residual by £15–£60; the pattern across the four programmes is robust to individual treatment-price assumptions. The Terra sleep reporting software cost in the new-programme-delivery block (£3/stay) is the marginal per-guest cost only — the annual subscription, developer retainer, and hosting are separately budgeted in the fixed-cost line (~£8k rising to ~£20k Y1 to Y5). Medilab pass-through values are at April 2026 indicative midpoints; the underlying partnership pricing is reviewed at month six and twelve as volumes scale.