1. What inspired you to create The Grand Resort, Rarotonga, and how do you position it as a flagship hospitality brand in the Cook Islands?
We are the first five-star resort here in Rarotonga. Coming from a family background in tourism and hospitality, and having traveled extensively through the United States and around the world through my tennis career, I’ve had the opportunity to see what world-class hospitality looks like.
That experience made me realize what was missing here in the Cook Islands. Las Vegas has actually been one of my biggest inspirations, and elements of that vision have been incorporated into our design at the Grand Resort.
Tourism here is growing rapidly, last year we hit an all-time record high, and we are literally running out of beds. It’s a great problem to have, but it also presents an opportunity. For me, that opportunity was to target the higher-spending visitor while minimizing the overall impact on our tourism infrastructure.
At the beginning, many people said I was mad and that there wasn’t a market for it. But as they say, build it and they will come. We have proven that. Before we even had doors on the building, we already secured full resort buyouts from Abercrombie & Kent in the United States, which was a real stamp of approval that we were on the right track.
2. How does Smartie integrate technology to enhance guest experiences and improve operational efficiency across your properties?
Smartie is an incredibly exciting project for us. In small and remote countries like ours, technology is one of the least developed sectors, largely because scalability is such a challenge.
Our populations are small, which makes it difficult to financially justify bringing world-class technology to the region. But having traveled widely, I’ve seen how transformative these platforms can be for both local communities and visitors.
A major inspiration for me has been Grab Holdings out of Singapore. Their super app model has had a huge economic impact across Southeast Asia.
Smartie is designed as a super app for the Pacific. It is built on a secure, world-class digital payment backbone and already includes services similar to Uber Technologies and Uber Eats, food ordering, ride-sharing, and soon tour bookings.
The idea is simple: from the moment a visitor steps off the plane, they can book transport, reserve tours and activities, and make payments seamlessly through one platform.
This is especially important because major e-commerce payment systems like PayPal and Stripe do not work effectively in our region.
Smartie will also be fully integrated into the Grand Resort. Guests will have smart rooms equipped with tablets that allow them to book rides, order food, and arrange activities directly from their rooms.
3. What differentiates the Cook Islands as a luxury travel destination, and how does your resort embody that uniqueness for international travelers?
There are two things that truly set us apart.
The first is our culture. Visitors immediately feel the warmth and genuine hospitality of the Cook Islands. We make people feel like family from the moment they arrive.
The second is the size of the island. Rarotonga is compact and feels like one giant resort island. It only takes one hour to drive around the whole island, so guests never need to travel far to experience beaches, culture, dining, and adventure.
For high-end travelers, I believe this remains an untapped destination. Historically, we haven’t been able to offer the level of luxury product that travelers are accustomed to elsewhere. The Grand Resort changes that.
On the technology side, too, we are improving the visitor experience, making transport, bookings, and services frictionless.
4. How important is the American market, especially travelers from the West Coast, for attracting high-end guests to your resort?
The American market is extremely important.
One major advantage is the exchange rate, which makes the Cook Islands very attractive in terms of value for U.S. travelers.
Of course, the distance can be a challenge, but I believe the uniqueness of the destination more than compensates for that.
There is also significant opportunity through collaboration with French Polynesia, particularly with the growing connectivity between Tahiti and the Cook Islands.
American visitors are already traveling to Bora Bora in French Polynesia in large numbers, especially from the West Coast, so there is a clear opportunity to position the Cook Islands as part of a broader South Pacific luxury itinerary.
5. In what ways do you implement sustainable hospitality practices while offering premium accommodations?
Sustainability is absolutely central to what we are building.
We are a small island with a beautiful lagoon, which is one of our greatest assets, so protecting the environment is essential.
From the construction phase onward, we have taken a different approach from many previous developments here. We use reusable formworks, solid concrete construction for better insulation, and significantly reduced energy requirements.
Most importantly, our air conditioning systems are powered 100% by solar energy. Since air conditioning typically accounts for 70 to 80 percent of room electricity costs, this dramatically reduces our resource consumption.
We are also implementing a 400,000-liter water tank system and exploring groundwater solutions to reduce pressure on the island’s main water supply.
Even our staff uniforms are being designed using 100% recycled materials.
6. What are the main operational challenges of running a luxury resort in a remote island setting?
The biggest challenge is logistics.
Shipping is extraordinarily difficult and expensive here. Because we are so remote, freight routes are limited, and costs are among the highest in the world.
Our major supply chains come through New Zealand, Vietnam, and China, which creates long lead times and high costs.
The second challenge is staffing. Our local population is declining, with many people moving to Australia and New Zealand for work opportunities.
As a result, we had to bring in much of our construction and specialist teams from overseas.
7. Looking ahead, what are your plans for future growth?
I absolutely have a long-term vision for growth.
For The Grand Resort, I want expansion to remain highly selective, quality over quantity.
We are exploring luxury private residences in Rarotonga, and longer term, expansion into Aitutaki, which is often considered our equivalent of Bora Bora.
For Smartie, the vision is regional. It has been built specifically to scale across the South Pacific.
We plan to expand into two additional Pacific countries this year and potentially another four the following year.
We are also developing financial technology solutions similar to PayPal, specifically tailored for regional booking systems and digital payments.
8. What message would you like to share with Los Angeles Times readers about experiencing the Cook Islands through your resorts and services?
For travelers seeking a truly unique experience unlike anything they have had before, the Cook Islands should absolutely be on their list.
Yes, there is travel involved, but in reality it is very accessible, roughly six hours to Hawaii and another six hours onward, so a great way to break up a long journey and stretch your legs
What awaits is a culture, a paradise, and a level of boutique luxury that is deeply personal.
For guests seeking the highest level of service and experience, The Grand Resort is built to deliver exactly that.
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