The $2.7 billion buyout of Soho House & Co. in 2025, led by MCR Hotels and Apollo Global Management, marks a pivotal moment in private equity’s evolving strategy toward high-net-worth consumer experiences. This transaction, which values the brand at an 18x EBITDA multiple—well above the 11.54x industry average for luxury goods—reflects a broader industry shift: private equity’s growing appetite for premium lifestyle brands that blend exclusivity, recurring revenue, and scalable margins. For investors, the deal offers a blueprint for understanding how capital is increasingly flowing into experiential assets that cater to the emotional and cultural capital of affluent consumers.

The Strategic Logic Behind the Buyout

Soho House’s appeal lies in its hybrid business model. The company operates 46 “Houses” and 8 “Soho Works” across 25 countries, offering a mix of social clubs, co-working spaces, wellness services, and hospitality. Its 212,447 global members generate $418 million in membership revenue annually, with a 62.1% gross profit margin and 14.1% EBITDA growth in 2024. These metrics highlight the financial durability of membership-based models, which provide sticky, recurring revenue streams less susceptible to macroeconomic volatility than traditional hospitality or retail.

The buyout consortium, led by MCR Hotels, leverages its operational expertise in luxury hospitality and cloud-based software (e.g., Stayntouch and Optii) to enhance Soho House’s digital transformation and global expansion. The transaction’s hybrid capital structure—$700 million in debt-equity from Apollo, rollover commitments from existing shareholders, and new capital from Goldman Sachs Alternatives—ensures flexibility for growth while reducing leverage from 18.08x to industry-median levels. This approach contrasts with the aggressive leveraged buyouts of the early 2020s, emphasizing capital discipline and long-term value creation.

A Macro Shift: From Goods to Experiences

The Soho House buyout is emblematic of a larger trend: private equity’s pivot toward intangible assets that cater to the post-pandemic demand for curated experiences. According to the Bain & Company 2025 Global Private Equity Report, global buyout deal value in luxury and experiential sectors surged by 37% in 2024, driven by easing interest rates and a cultural shift toward experience-based consumption. Consumers, particularly high-net-worth individuals, are prioritizing access over ownership, favoring brands that offer exclusivity, personalization, and community.

This shift is evident in the valuation premiums paid for experiential assets. For example, Soho House’s 18x EBITDA multiple reflects investor confidence in its ability to monetize brand equity and digital innovation. The company’s integration of AI-driven personalization, wellness tourism, and tiered membership tiers creates ancillary revenue streams that reduce reliance on seasonal demand. Such strategies align with private equity’s focus on scalable, high-margin models that can withstand economic cycles.

Risks and Opportunities for Investors

While the Soho House buyout exemplifies strategic innovation, it also underscores inherent risks. The transaction’s high leverage ratio—projected to remain above 10x EBITDA post-transaction—exposes the company to interest rate volatility and refinancing pressures. Additionally, scaling exclusivity without diluting brand identity poses challenges. For instance, the planned openings in São Paulo and Rome require careful execution to maintain the brand’s aspirational appeal.

Investors should also consider the broader macroeconomic context. The 2024 rebound in private equity exits—up 34% year-over-year to $468 billion—suggests improved liquidity, but limited partners (LPs) remain selective, favoring top-quartile funds with proven track records. This concentration of capital among experienced managers highlights the importance of due diligence for investors seeking exposure to premium experiential assets.

The Road Ahead: Lessons for Investors

For investors, the Soho House buyout offers three key takeaways:

1. Prioritize Recurring Revenue Models: Brands with membership-based structures, like Soho House or OneSpaWorld, offer predictable cash flows and high client retention, making them attractive in uncertain markets.

2. Balance Leverage with Flexibility: Hybrid capital structures that reduce debt burdens while retaining growth capacity are critical for long-term success.

3. Leverage Digital and ESG Trends: Investments in AI-driven personalization, sustainability, and wellness tourism are becoming table stakes in the premium lifestyle sector.

The future of private equity in luxury and experiential assets will likely hinge on the ability to align with macroeconomic tailwinds while addressing execution risks. As the sector evolves, investors who focus on brands with strong brand equity, operational agility, and ESG alignment will be best positioned to capitalize on the next wave of value creation.

In the end, the Soho House buyout is more than a transaction—it’s a signal. It reflects a world where exclusivity is no longer just about physical assets but about crafting experiences that resonate emotionally with affluent consumers. For investors, the challenge lies in identifying the next Soho House before the market catches up.