At a time when Italy’s hospitality landscape is drawing renewed global attention, Travelling for Business met with Vassilis Themelidis, Senior Regional Director of South & East Europe at Wyndham Hotels & Resorts, to explore how one of the world’s largest hotel groups is navigating a market defined by heritage, individuality, and extraordinary potential.
As we sit down to discuss Wyndham Hotels & Resorts’ growing presence in the country, he begins by reflecting on Italy’s almost mythical pull.
“For decades, Italy has held an almost mythical status in the world of travel. It’s a country that doesn’t just offer destinations; it offers experiences, steeped in culture, history, and a unique, inimitable character. For those of us in the hospitality industry, this presents both a tremendous opportunity and a complex challenge. The Italian hotel landscape is famously fragmented, dominated by independent, often family-owned properties that are, quite rightly, fiercely proud of their heritage and individuality.”
That tension — between global scale and fiercely protected local identity — sits at the heart of Wyndham’s strategy. Themelidis is clear that success in Italy cannot be achieved through formulaic expansion. Instead, it requires nuance.
“So, how does a global hospitality leader like Wyndham Hotels & Resorts grow its presence in such a market without diluting the very essence of what makes Italian hospitality so special? The answer is not through a rigid, one-size-fits-all expansion, but through a nuanced strategy built on partnership, flexibility, and a deep respect for local identity.”
He points to the company’s recent activity in Italy as proof of this philosophy in action. “We are not simply planting flags; we are building relationships,” he says, highlighting the developing partnership with All In Italia. “This isn’t just a business deal; it’s a meeting of minds, aimed at supporting Italian hotel owners in a way that respects their legacy while preparing them for the future.”
Much of that sensitivity stems from understanding who Italian hoteliers are. Many operate properties that have been in the family for generations. As Themelidis puts it: “Many of the properties we speak to are multi-generational assets, where the owner is not just a manager but a custodian of a family legacy. They understand the need to tap into global distribution networks, leverage a world-class loyalty programme, and gain international visibility. However, they are understandably reluctant to sacrifice the name and identity their family has built over decades.”
This is where Wyndham’s soft-branding approach becomes a powerful tool. “Brands like our Trademark Collection and Registry Collection Hotels are designed for precisely this kind of owner,” he explains. “They provide the ‘best of both worlds’: the freedom to retain a hotel’s unique name and character, complemented by the powerful engine of Wyndham’s global distribution, marketing, and operational support. It’s a model that says, ‘we’re here to elevate you, not replace you.’”
The results are already visible across the country. “At the luxurious Grand Palladium Sicilia, a Registry Collection Hotel, guests enjoy a world-class resort experience that is distinctly Sicilian, while the property benefits from our global reach,” he notes. “Meanwhile, the recent opening of the Wyndham Garden Conegliano, nestled in the heart of the Prosecco hills, brings a trusted, internationally recognised brand to a key regional hub, catering to both leisure and business travellers drawn to the region’s economic vibrancy.”
These properties join a growing portfolio that now includes the Wyndham Garden Florence, Dolce by Wyndham Milan Malpensa, Ramada by Wyndham Naples, and Dolce by Wyndham Siracusa I Monasteri Golf & Spa. “With eight hotels and over 1,300 rooms now under our brands in Italy, we have built a solid foundation that demonstrates the versatility and appeal of our offering,” he says.
Competition in Italy’s mid‑scale and upper‑mid‑scale segments is intensifying, but Themelidis remains unfazed. “Competition is inevitable, and frankly, it’s a healthy sign of a dynamic market,” he acknowledges. Yet he believes Wyndham’s approach gives it an edge. “We believe we are one step ahead because our growth is not just about development targets; it’s about a sustainable model that works for everyone. It works for owners, who gain global visibility without losing their soul. It works for their teams, who benefit from our training and systems. And most importantly, it works for the millions of travellers who can now enjoy unique, locally-infused Italian experiences, all with the reassurance and rewards that come with the Wyndham name.”
As our conversation draws to a close, Themelidis reflects on the long-term vision. “Our journey in Italy is still in its early chapters. But it is one we are committed to for the long term, guided by the simple but powerful belief that the future of hospitality lies not in standardisation, but in celebrating the very individuality that makes a place like Italy so unforgettable.”