Ana Tomicevic on Hyatt Redefining Luxury All-Inclusive Travel Through Innovation, Brand Differentiation and Experience-Led Hospitality

Ana Tomicevic is the Vice President of Global Brand Strategy for Hyatt’s Inclusive Collection, where she leads brand strategy across the company’s portfolio of 11 all-inclusive resort brands. She is responsible for shaping brand positioning, guest experience innovation and long-term growth strategies while strengthening Hyatt’s leadership in the luxury and leisure all-inclusive market. Working closely with the World of Hyatt, ALG Vacations and Unlimited Vacation Club ecosystems, Ana focuses on creating distinctive, experience-driven resort concepts that resonate with today’s multigenerational travellers and foster lasting customer loyalty.

Ana, having been with Hyatt for over a year leading brand strategy for this massive portfolio, what has been the most rewarding part of defining what luxury and leisure mean for the modern all-inclusive guest?

Since joining Hyatt more than a year ago to lead brand strategy for the Inclusive Collection’s diverse portfolio, I’ve enjoyed getting to know our 11 all-inclusive brands and helping reimagine what each of them offers today’s leisure traveler. Having the opportunity to do so for the world’s largest all-inclusive platform, while honoring the strong foundations built by those who brought these brands to life, often feels like being a kid in a candy store. Doing so at a time when all-inclusive travel continues to gain momentum across generations and travel occasions makes the work even more meaningful.

Whether it’s launching new programming, such as our recent collaboration between Secrets Resorts & Spas and The Skin Deep; building on successful partnerships like MasterChef Junior at Dreams Resorts & Spas; or supporting our brands as they expand into both new and established destinations, the opportunity to contribute to this journey and shape the future of the all-inclusive guest experience has been both a privilege and incredibly rewarding

Managing 11 distinct brands within one all-inclusive portfolio is a massive undertaking. How do you prevent brand overlap and ensure each concept maintains a hyper-clear identity for travelers?

This portfolio was built very intentionally from the outset, so each of our 11 all-inclusive brands has its own identity and guest proposition. Even when two brands operate within a similar segment –for example, adults-only– each offers distinct points of differentiation designed to appeal to different guest profiles or specific travel occasions.

When you factor in that some brands resonate more strongly with certain generations, while others are particularly well suited for travelers seeking wellbeing, culinary experiences or entertainment, you can build a broad portfolio while still ensuring that each brand occupies a clearly defined swim lane.

Ultimately, travel trends show that guests are increasingly looking for a combination of ease and the ability to enjoy a wide variety of experiences in a single destination while connecting with the local culture. The guiding principle, therefore, is ensuring that each of our brands delivers on those expectations in a way that feels authentic and distinctly its own.

Hyatt data shows that 60% of travelers are more likely to choose an all-inclusive stay today than five years ago. What do you think has triggered this major, upscale evolution in public perception?

The pandemic helped cast all-inclusive travel in a different light, as many travelers were drawn to the category for the first time because of the sense of safety it offered. What we’ve seen since then is that a significant number of those first-time guests have become loyal advocates of the category. In fact, our research shows that 84% of U.S. and Canadian resort guests are repeat visitors.

At the same time, the category has made the most of that opportunity. Over the past several years, all-inclusive resorts have evolved to offer more distinctive, personalized and experience-driven stays.

The growing appetite we’re seeing today is the result of both those factors: an opportunity to introduce new travelers to the category and a sustained effort to listen to guests and adapt to their changing expectations. And it is particularly encouraging to see that travelers under 30 are the demographic more interested in all-inclusive today compared to five years ago.

Today’s traveler is no longer choosing an all-inclusive resort solely because of the value it offers or what’s included in the rate. Increasingly, they’re choosing the category because it makes them feel understood. Research we commissioned with Skift found that nearly 80% of all-inclusive guests believe the resorts they’ve stayed at have done a good job of understanding their preferences and expectations.

As a result, all-inclusive is no longer defined by standardized offerings or one-size-fits-all amenities. It has become a category focused on creating memorable experiences for a wide range of travelers and travel occasions, whether that’s reconnecting with family, celebrating with friends, prioritizing wellbeing or enjoying a romantic getaway. The category remains easy to book and predictable, but today it offers so much more than that.

With over 70% of travelers aged 18-25 now leaning toward all-inclusive options, how is Hyatt reshaping its on-property programming to appeal to this experiential, younger audience?

The research commissioned with Skift really reinforces something we’re seeing across the industry: younger travelers are redefining what they expect from an all-inclusive vacation. They’re looking for convenience and transparency, but they’re also looking for experiences that feel authentic, immersive, and worth sharing. They want to leave having learned something new, whether that’s about the destination, the local culture or even themselves.

That’s exactly the opportunity Hyatt Vivid was created to address. We know this audience is looking for more than a traditional all-inclusive vacation. They’re culturally curious, socially connected, and want experiences that unfold naturally rather than follow a rigid itinerary. They want to feel connected to the destination, the people around them and the moment itself.

In response, rather than relying on rigid schedules or overly curated experiences, we’ve thoughtfully designed moments of discovery throughout the guest journey. Guests naturally move between wellness, social connection, destination-inspired dining and cultural experiences, choosing what resonates with them the most. The goal isn’t to fill every hour, it’s to let the day unfold naturally, with opportunities for connection, discovery and restoration along the way.

Our programming brings that philosophy to life through a mix of Hyatt Vivid signature experiences and destination-inspired experiences unique to each resort. Whether it’s wellness rituals, immersive culinary moments, creative workshops or opportunities to connect with fellow travelers, each experience is intentionally designed to spark curiosity and create authentic moments of discovery.

For us, success isn’t measured by how much programming we offer, it’s whether these moments create genuine connection and leave guests with stories they’ll take home. Our hope is they don’t just return home rested, but with lasting memories, meaningful connections and a deeper appreciation for the destination and the culture they experienced.

Given the segment’s phenomenal 84% return rate, how do you continuously refresh the guest experience so that “all-inclusive” never feels predictable or routine for returning visitors?

While many of our activities, amenities and experiences remain beloved staples of the guest journey, we continuously introduce new offerings to ensure there is always something fresh to discover.

The all-inclusive segment –and Hyatt’s Inclusive Collection in particular– is experiencing a particularly exciting period of evolution. A returning guest visiting one of our resorts today may encounter new culinary concepts, immersive programming, or even unexpected venues that challenge traditional perceptions of all-inclusive travel, such as a hidden speakeasy tucked behind what appears to be a butcher shop or pharmacy.

As we continue to evolve our offerings, we remain committed to listening closely to guest feedback and ensuring that property-specific programming stays relevant, timely and reflective of the local destination and culture.

From a brand strategy standpoint, how do you effectively tie together World of Hyatt, ALG Vacations, and the Unlimited Vacation Club to build everyday, long-term brand loyalty?

Those three platforms are fundamental pillars of our unique distribution ecosystem, so we view them as a competitive advantage rather than something that is difficult to balance. From a Brand standpoint, it’s a privilege to be able to incorporate the perspectives of guests who engage with our resorts through World of Hyatt, Unlimited Vacation Club and ALG Vacations. Each brings valuable insights into evolving traveler preferences and expectations, helping us continue to refine our brands and experiences.

What I would also highlight is the extent to which the loyalty our resorts generate creates value across Hyatt. Over the course of our remarkable 12-year all-inclusive journey, we’ve seen firsthand how all-inclusive can serve as a powerful entry point into the broader Hyatt ecosystem. In fact, during the last five years alone, our resorts have enrolled more than 4.3 million new World of Hyatt members. That speaks volumes about the role our all-inclusive portfolio plays in introducing guests to Hyatt and fostering loyalty that extends well beyond a single stay or brand.