Public New York

Times change. People change. Culture changes. Luxury as we once knew it has changed. Hotels have not. A new way of living requires a new kind of hotel. There has not been a new idea in the lifestyle hotel space since Ian Schrager"s Morgans, Royalton and Paramount hotels over 25 years ago. Every hotel since then has been derivative of those. The time is right, in this new milieu, for a disruption in hospitality as there clearly is a dislocation in the market. It is the same type of dislocation and void that led Schrager to conceptualize Morgans back in 1982 which created a cultural revolution and changed the industry.

PUBLIC"s fundamental premise is LUXURY FOR ALL. It is built on four key pillars: service, style, unique experience and value. However, it"s not luxury as we traditionally know it, but luxury reflecting a new definition. Luxury is no longer about things or how much something costs. It is not a business classification, a price point or based on scarcity. Luxury is now about experiences and how something makes you feel. Luxury is being democratized and is now for everyone.

"I truly believe that everyone deserves a one-of-a-kind experience that lifts their spirits and makes their heart beat faster, one that elicits an emotional response…and to deliver this at a reasonable price point is even more on the mark for today"s savvy and sophisticated traveler," says Schrager.

By understanding how to create these one-of-a-kind experiences where A HOTEL IS MORE THAN JUST A PLACE TO SLEEP, and taking note that travelers today only want things that matter, are convenient and make their lives easier, Schrager was able to create a completely new luxury brand that promises innovation, fun, style and service while simultaneously being affordable and accessible to everyone.

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