I would venture to describe Koldo Eguren as an intuitive entrepreneur, someone capable of combining diverse fields such as wine, film, family tradition, and his international business experience with a unique character. This blend of cultural sensitivity, discipline, and creativity has allowed him to develop projects that give new meaning to the concept of luxury. For Eguren, success is not measured solely by tangible results, but by the ability to create experiences that authentically connect with people and their surroundings. This strategic approach, always rooted in respect for tradition and a constant pursuit of excellence, provides a distinctive value that is evident in every project he undertakes.
And in this context, Kamezí Boutique Villas stands as a true laboratory where Eguren translates this vision of luxury into a comprehensive experience with a distinctly contemporary character. Kamezí is an ecosystem of wellness, art, and architecture, designed to offer authentic experiences that resonate with the volcanic nature of Lanzarote and the cultural identity of the Canary Islands. Every detail reflects a luxury conceived with harmony, sensitivity, and innovation, transforming the territory into a strategic setting for high-end hospitality and positioning the Canary Islands as a leading luxury tourism destination.
With this vision of luxury and hospitality in mind, I had the pleasure of exchanging ideas with Koldo Eguren to learn firsthand how he built Kamezí Boutique Villas and what strategic lessons industry professionals can learn from his experience.
Question: Koldo, you come from a family with deep roots in wine and tradition, but your career has expanded into hospitality and luxury. What personal vision has guided this evolution?
Answer: The turning point came more than two decades ago when my father decided to diversify and start a project in Lanzarote. From there, everything has been a natural evolution. What began as houses rented without additional services gradually evolved into a villa hotel concept offering a range of amenities, including a bakery and a restaurant. I’ve been at the helm for three years now, and I’ve been clear from the start that in this new phase, the focus must remain on improving service and product quality, always in keeping with the original concept of being a hotel deeply connected to the land that has been our home for over twenty years.
Q: What role does intuition play versus strategic analysis in your approach to managing projects like Kamezí or even Ukan Winery?
A: I’m fortunate to have joined a company whose founder, my father, is pure intuition in the best sense of the word. He could be described more as a visionary entrepreneur than a businessman. So, that creative aspect, that willingness to be guided by instinct, is deeply ingrained in the organization. In my case, although I often end up leaning towards intuitive decisions when making important ones, in my day-to-day work, I’m trying to implement more strategic analysis, which I believe is necessary to provide stability to the business.
Q: How do you translate the philosophy of wine, based on patience, time, and origin, to the management of a hotel complex like Kamezí Boutique Villas?
A: Actually, Kamezi has also been a slow and steady process. It’s a life project, and the starting point was humble, so patience has been essential to grow by reinvesting everything generated. Furthermore, being on a remote island also demands patience when trying to move forward on certain issues because things take longer. I’m convinced that all of this, in a way, rather than being a limitation, has been part of the secret to avoiding shortcuts, allowing Kamezi, like fine wine, to be crafted very gradually.
Q: What have been the key strategic factors that have allowed Kamezí to establish itself as a benchmark of luxury in a destination as competitive as the Canary Islands?
A: Staying true to my father’s original vision, centered on what we understand as true luxury, which involves not only providing rest and comfort but, above all, privacy and personal space during your vacation. I believe that this consistency in our vision, while always respecting local traditions, is a large part of what has brought us to where we are today.
Precisely because the market is becoming increasingly global and homogeneous, local identity and authenticity are values that are becoming more and more relevant and appreciated by consumers.
Q: In such a global market, how do you protect local identity and authenticity without losing scale or competitiveness?
A: I think that precisely because the market is increasingly global and homogeneous, local identity and authenticity are values that are becoming more and more relevant and appreciated by consumers. People are looking for unique products and services, things they haven’t encountered before or that aren’t readily available to everyone. The challenge is to be truly authentic and not fall into clichés or overly literal adaptations of other products. Therefore, products like ours can be competitive because they are perceived as very authentic. However, scalability is limited; the way to grow is not by doing more of the same, but by creating new products and services with their own identity.
Q: We recently witnessed and reported on the Lamborghini Esperienza Aventura, a trip in which Lanzarote was the setting for a high-value emotional experience. How do you assess the current state of the Canary Islands as a luxury and wellness destination? Do you think it enjoys a similar level of maturity to other international luxury destinations, such as those in the Gulf region?
A: The Canary Islands have been evolving for many years towards a much more interesting tourism model than the one they have traditionally experienced. And in that sense, I think Lanzarote is the perfect example, since in some aspects it is probably the island that has best understood that we have much more to offer than just good weather year-round. Regarding its level of maturity, I think that changing something like this takes a very long time, and my feeling is that we are still taking the first steps towards a model of much higher quality and added value.
Q: What elements do you consider essential to attract an international luxury client who seeks authenticity, sustainability, and an emotional connection with the destination?
A: Undoubtedly, the most important thing is to have a clear and honest message about what you, as a destination, can offer, focusing on the elements (natural, cultural, gastronomic) that best identify and differentiate you. And from there, it is necessary to have a diverse range of hotels, restaurants, and activities that complement each other and speak the same language. Finally, I increasingly see the importance of destinations adapting to this type of client by offering tailored services, quality infrastructure, and so on. Luxury clients seek comfort, and we must be able to provide it.
The main thing is to have a clear and honest message about what you, as a destination, can offer.
Q: Do you think bioclimatic design and architectural integration with the environment are becoming the new language of contemporary luxury?
A: Undoubtedly, it’s an aspect that is gaining increasing relevance and value. And yet, in reality, it has always been this way. If we think about traditional luxury destinations in Europe, we always find architecture that is well integrated with its surroundings. After all, architecture is part of the landscape. This traditional architecture not only fits aesthetically and defines the destination but has also been conceived with sustainability in mind, from the materials used to the use of natural elements to regulate the temperature. It’s just that now it’s being given the value it has always deserved.
Q: Kamezí is defined as a tribute to César Manrique’s vision and to traditional Lanzarote architecture. What role does architecture play in the complex’s brand narrative?
A: Given that my father is an architect… Architecture obviously plays a crucial role for us. It’s also present in the brand narrative, but I would say it goes far beyond that. Anyone who has been to Lanzarote can understand César Manrique’s influence on the island, not only in architecture but also in the landscape, as I mentioned before. And my father has used that inspiration to create a small village with its own identity on the seaside. No two houses are alike, nor is there a single straight street; everything is about details, shapes, and organic textures. We try to ensure that this idea, so artisanal and natural, permeates everything we do.
Q: At Kamezí, professionals from different fields work together: hospitality, architecture, gastronomy, and wellness. How do you manage to create a team with such diverse perspectives?
A: By trying to listen to everyone, to give them a certain degree of autonomy, but at the same time establishing a common direction that ensures everything is harmonious. This is undoubtedly one of the most complicated challenges because everyone has their own way of seeing the world, their own language, and to convey the same idea or direction, you have to communicate it in many different ways.
Q: How do you lead a team when attention to detail is so crucial to the luxury customer’s perception?
A: This is one of the most significant challenges we face due to the unique characteristics of our product. The fact that they are complete villas is completely different from a hotel room in terms of maintenance or cleaning, for example. We have many appliances in each villa, many spaces and rooms, a garden, a pool in each house… There are thousands of points where something can go wrong. Furthermore, since the villas are all different, certain processes cannot be standardized.
Q: What kind of corporate culture are you trying to build, and how do you foster creativity and excellence in an environment dominated by understated luxury?
A: My father has always strongly emphasized the idea of a horizontal company where hierarchies are rather flexible, and employees are given a great deal of autonomy. In practice, as you grow in size, this idea seems almost impossible to implement literally, but we do try to extract the more philosophical aspects and have a company that isn’t based on “command and control,” but rather one where tasks are delegated and employees have opportunities to take responsibility for their decisions.
Improving something that already works is not easy, and the hardest part is explaining to people that it can be done even better, that it can be done differently.
Q: What has been the biggest personal and business challenge you’ve faced in building and developing Kamezí Boutique Villas?
A: When I arrived at Kamezí at the beginning of 2023, I faced the challenge of taking our already successful fine-dining restaurant to the next level. Improving something that’s already working isn’t easy, and the hardest part is explaining to people that it can be done even better, that it can be done differently. I made some changes that many people didn’t understand. It’s normal; when you mess with something that’s working well, people think you don’t know what you’re doing. However, over time, they came to understand what I was aiming for and embraced it, which has made the restaurant a spearhead of our project.
Q: How do you envision the future of luxury tourism in the Canary Islands, and what role does Kamezí aspire to play in that scenario?
A: I envision it coexisting with other models, given that the islands are large and already have a significant amount of tourism development. But within what will be developed in the future, and in my opinion, what we should focus on, there is enormous potential for projects on a human scale, sustainable projects that treat our visitors in a personalized way and allow them to experience the best of the islands, not just stay inside a huge hotel without leaving for their entire vacation. The role I envision for Kamezi is similar to what we have been doing all these years: to continue taking small steps to improve every day and help Lanzarote believe more and more, as it already is, in this way of doing things.
…We want to expand our gastronomic offerings beyond the restaurant, so that food is also a cornerstone of your stay with us.
Q: Regarding the first Michelin star that Kamezí Restaurant has received, which is also the first in Lanzarote, what role does gastronomy play within the overall value proposition of Kamezí Boutique Villas?
A: Until just five years ago, Kamezi did not have a restaurant or any kind of gastronomic offering, not even for our guests. With the creation of the restaurant, we decided to commit, once again, to creating something unique and a benchmark. Earning the Michelin star has been a huge boost for us, and I think for the entire island. Now our next step is to focus on our villa guests, and in the coming years we want to expand our culinary offerings beyond the restaurant, so that food becomes a cornerstone of their stay with us.
Q: Finally, what message would you like to convey to new entrepreneurs and managers in the luxury hospitality sector who are looking to build brands with soul and purpose?
A: I would tell them that first and foremost, they should honestly reflect on the destination they are in, the values and attributes that differentiate it from others, and from there, build a product that engages with its surroundings and has a human scale. They shouldn’t take shortcuts and should be very consistent with their vision and message. With very few miraculous exceptions, building a luxury brand takes many years, decades, precisely because it is this consistency that is valued above fads and trends.
