We have confirmed Australia as a new destination, delivered in our short product format. The market offers a large, affluent active-travel audience with strong alignment to the Salt Escapes brand, and this launch establishes our first operating presence in the region. The short format allows us to test and build the audience efficiently ahead of any expansion into full-length programming.

Two native iOS applications are currently in development. The first serves guests and in-resort staff, providing a single place for guests to manage and prepare for their trips. This materially streamlines our collection of exercise history, dietary requirements, payments and passport information, while the community and engagement features address a known gap in pre- and post-trip customer engagement, keeping guests connected to the brand well beyond the trip itself. The second is a subscription-based training platform. Our training programming is consistently one of the highest-rated elements of the guest experience, and this product gives prospective guests a preview of training styles before departure while allowing past guests to continue training with us on a recurring subscription after their trip.

A Lifecycle Marketer has joined the marketing team, taking ownership of email marketing strategy and customer lifecycle communications. She worked under our CMO at Day8 and brings direct category experience in driving repeat bookings and retention for experiential travel brands. This hire brings a critical revenue channel fully in-house.

In May we hosted a community workout event in London, bringing the Salt Escapes training experience to our largest UK audience in person. Events of this kind serve three purposes: they deepen engagement with past guests, provide an efficient acquisition touchpoint for prospective guests, and build the operational muscle for a repeatable events programme that we intend to use for future launches and brand moments.

With the Head of Operations' support, we have transitioned from fractional operations support to full-time coverage with the appointment of a full-time Guest and Operations Support Executive. This gives the operations function dedicated day-to-day capacity across guest communications and head office operational and logistics support, ensuring smooth in-resort operational delivery at a critical point in the season.

In April we confirmed the Ski Escape, a new product format departing in January 2027. The trip will operate in the Arlberg, Austria, the largest connected ski area in the world. This is our first winter product and extends the brand into a new season, supporting year-round revenue and giving guests a reason to travel with us outside the summer calendar.

In April we confirmed and contracted Pilates experiences, which we will operate from 2027. The product sits at a strong price point and will run across several destinations, giving guests a choice of locations. Pilates broadens the portfolio into a large and fast-growing category adjacent to our existing training-led trips, with an audience profile that closely matches our existing guest base.

In April we confirmed Cape Town as a new destination within the Sweat product category, taking place across October and November 2026. Cape Town extends the portfolio into the southern-hemisphere season, supporting revenue outside the European summer window, and is a destination with strong brand fit and long-standing demand from our guest community.

Over March and April we designed and built the Admin OS, a fully custom operating platform that now runs the entire business. It spans payments infrastructure, guest data collection and management, contractor and staff management, customer support, analytics and tracking, in-destination operational support, supplier and equipment management, and asset logs. The platform touches every function of the company and has allowed us to retire dozens of third-party tools and subscriptions, reducing cost, consolidating data, and giving the team a single source of truth.

We have restructured the finance function. Our previous CFO has been off-boarded and a new CFO has joined, having held the same role under our General Manager at Day8. Our previous accountant has also been replaced, with the new accountant having worked directly under our CFO at Day8. We now have a finance team that has operated together at scale in this exact category, strengthening reporting, controls and planning as the business grows.

With the General Manager's support we have appointed a Chief Marketing Officer. He served as CMO at Day8, the parent company of The Yacht Week and The Ski Week, and brings direct experience building demand for experiential travel brands at the top of the category. His appointment gives the marketing function senior leadership across brand, performance and lifecycle.

In March we launched the Dolomites, Italy, an entirely new product concept for the business. The format is a shorter trip that allows us to run two departures within a single week, which we will do four times this year. Demand has been exceptional at a price point close to our existing trips, delivering materially better economics per operating week. The format is now a template we intend to apply to future destinations.

In mid-March we launched an entirely custom-built, end-to-end front-end marketing site. The rebuild comprehensively overhauled the on-site customer experience and significantly stepped up our technical capability and functionality. The launch coincided with the Dolomites going live, and conversion rates have improved significantly since release. The project had originally been scoped as a six-figure agency engagement; by combining our AI team with the founders' web development experience we delivered it in-house in a matter of weeks, at a fraction of the cost and with full ownership of the platform.

In March we took the decision to postpone Sri Lanka, which had previously been locked in, in response to the elevated regional risk arising from the Iranian conflict. The Maldives has been de-prioritised on the same basis. Both remain attractive destinations that we intend to operate when conditions allow, and the capital and operational focus has been redeployed to the new formats and destinations announced this year.

In early March we adopted AI and began building it into every aspect of the business. We now operate a team of five AI agents working alongside the human team, each with deep integration into our systems and coordinating through Slack: a generalist agent that acts as connector and delegator across the team, plus dedicated agents for technology, operations and finance, marketing, and customer service. This structure has materially expanded our execution capacity without a corresponding increase in headcount, and underpins much of the product and platform work delivered this year.

In February we launched Comporta, Portugal, adding a new premium coastal destination to the portfolio for the 2026 season. Comporta strengthens our European summer programme and positions the brand in one of the most sought-after coastal destinations in Europe.

With the General Manager on board we finalised the Head of Operations search. The role gives the delivery side of the business dedicated senior ownership across trip operations, supplier management and in-destination execution, in place ahead of the peak summer season.

We off-boarded Transcend Consulting and brought senior leadership in-house with the appointment of a General Manager, the former CEO of Day8, the parent company of The Yacht Week and The Ski Week, two of the most respected brands in experiential travel. His mandate covers the infrastructure and systems to hire, evaluate and manage the team effectively as we scale, and he has established a governance structure that keeps the company firmly within UK compliance frameworks. Based in London, he also provides senior on-the-ground leadership for the team while the founders operate remotely.

The January hiring round produced its first two appointments: a Product Development Executive, followed shortly afterwards by a Social and Content Manager. Both roles are central to the 2026 plan, respectively accelerating the new product and destination pipeline and driving a step-change in organic content and audience growth.

Following the close of our Pre-Series A shortly before Christmas, management regrouped extensively at the start of the year to sharpen the vision and operating plan for 2026. With the plan set, we moved aggressively on hiring to build the capacity to execute, opening searches for a social media role, a product development role and a Head of Operations almost concurrently in early January. The interview process was deep and produced an exceptional field of candidates, several of whom feature in the appointments announced below.