Branded Residences Forum a key event at Future Hospitality Summit, returns to FHS World this October with a new identity as FHS Living. Branded residences will remain at the core, but will now sit alongside Student Accommodation, Senior Living, Serviced Living, Co-living, Shared Ownership, Club Concepts and Mixed-use as part of one platform.
Ahead of the event, Jason Payne, CEO & Founder of BRESI, is speaking with the sponsors, partners and the leading personalities who make these events so successful. Together they’re exploring the key factors driving market growth, emerging opportunities, and the challenges facing the branded residences industry in 2026 and beyond.
Introducing: Adeline Phua, Managing lyf Partner and Vice President, Business Development, The Ascott Limited.
Adeline discusses the continued expansion of the branded residences industry and why the next phase will be driven by quality, long-term value and the resident experience. She looks at changing buyer expectations and what developers and operators need to consider beyond the initial sales process, from the operating model and service to the long-term management of the residence.
Adeline, joins FHS Living at FHS World on Day 3, 01 October, to unpack “The New Hospitality Map”, bringing deep expertise in how hospitality categories are evolving beyond the traditional hotel box.
JP: What do you personally value most about the conversations and connections that happen at Branded Residences Forum/FHS Living)?
AP: The most valuable conversations at BRF are often about projects that haven’t yet been announced.
Branded residences is evolving quickly, and there is enormous value in bringing together developers, investors and operators who each see the market through a different lens. Those conversations challenge assumptions, highlight emerging trends and often influence decisions long before a project is launched.
For me, BRF is an opportunity to better understand how developer priorities are changing. Increasingly, the discussion is moving beyond brand recognition towards long-term operational performance, resident experience and creating sustainable value.
Those are exactly the conversations that will shape the future of our sector.
JP:Do you think the pace of growth we’ve seen over the past decade in the branded residences sector will continue, and what will determine that?
AP: I believe the branded residences sector will continue to grow, but the next phase of growth will be defined more by quality than quantity.
A significant part of the growth we’re seeing is also being driven by mixed-use development. Branded residences can play an important role in the feasibility of these projects, supporting residential sales while complementing the hospitality component and strengthening the overall development proposition.
As the market matures, buyers are becoming increasingly discerning. They’re looking beyond the prestige of a brand to understand the long-term value proposition, the quality of the operating model and the experience they’ll receive as residents.
At the same time, developers are placing greater emphasis on selecting partners who can support the entire lifecycle of a project, not just its launch.
Ultimately, I believe growth can continue, but the projects that will stand the test of time are those that combine the right location, product and brand with a hospitality-led operating model that continues to deliver value long after the residences have been sold.
JP: As the sector continues to expand into new markets and destinations, where do you see the greatest potential for future growth?
AP: I believe the greatest opportunities will come from markets with strong long-term fundamentals, whether they’re established gateway cities or emerging resort destinations.
We see particularly strong potential in co-located branded residences in resort destinations, where the operational synergies between the hotel or resort and the residences can be fully realised.
As Ascott expands across a wider range of typologies, including resort and full-service formats, this represents a significant growth avenue for our Ascott, The Crest Collection and Oakwood Premier brands.
What’s becoming increasingly important, however, is not simply where projects are developed, but how they’re conceived. Buyers are more informed and have higher expectations, and increasingly want to understand how a branded residence will be managed and how the experience will be delivered over the long term.
That’s one of the reasons our strategy focuses on branded residences that are integrated with a hotel or serviced residence. Combining residential ownership with a hospitality component can create a stronger resident experience, operational efficiencies and greater long-term value for developers.
It’s an approach we’re already applying across projects in Malaysia, Thailand and China, reflecting the hospitality expertise we’ve built over more than four decades.
JP: What do you think the industry may be underestimating right now?
AP: I think the industry still tends to focus heavily on the development and sales phase, when in reality the long-term success of a branded residence is determined after residents move in.
A branded residence is not simply a real estate product. It becomes a hospitality business for many years after completion.
That means operational excellence, consistent service and brand standards become just as important as architecture, design and marketing.
Ascott entered the branded residences sector from a position of strength because hospitality has been at the core of our business for more than four decades. Creating and managing premium living environments is what we do.
That’s also why we generally see the strongest long-term outcomes in developments that integrate a hospitality component. We believe that creates a better experience for residents while strengthening the long-term value of the asset.
JP: Are there any trends or markets that you are following particularly closely right now, and which do you think could have the biggest impact over the next five years?
AP: One of the biggest trends we’re seeing is the continued convergence of hospitality and residential living.
Today’s buyers aren’t simply purchasing a residence. They’re looking for a professionally managed home that combines service, convenience and a genuine sense of community.
We’re also seeing increasing demand for mixed-use developments where branded residences complement hotels or serviced residences. These projects create stronger destinations, allow operators to deliver a richer experience and generate operational synergies that benefit both residents and developers.
I think this integrated approach will become increasingly important as buyer expectations continue to evolve.
JP: What separates branded residences projects that succeed in the market from those that struggle?
AP: The projects that perform best over the long term are those where the operator is involved early and works closely with the developer from the outset.
Too often, the operator is introduced once many of the key decisions have already been made. In reality, decisions around positioning, amenities, services and the operating model all influence the long-term success of the project.
Developers today are looking for more than a recognised brand. They’re looking for an operating partner who can help shape the project from the earliest stages and continue creating value long after completion.
When that partnership is established early, the outcome is usually a stronger product, a better resident experience and a more resilient asset.
JP: What do you think property developers most often underestimate when planning a branded residences project?
AP: I think one of the biggest things developers underestimate is how quickly buyer expectations continue to evolve.
Today’s purchasers aren’t simply comparing one branded residence with another. They’re comparing every aspect of the ownership experience against the best luxury hotels, private clubs and premium lifestyle brands they’ve encountered around the world.
That means success is no longer defined solely by architecture, interior design or location. Increasingly, it’s about creating a complete lifestyle proposition that combines thoughtful design with exceptional service, a strong sense of community and a consistently high-quality resident experience.
Developers who think beyond the physical asset and focus equally on the long-term resident experience are the ones most likely to create projects that remain desirable and continue to generate value for many years.
JP: What do you think people outside of the industry still misunderstand about branded residences?
AP: One of the biggest misconceptions is that branded residences are simply luxury homes associated with a recognised brand.
The brand is certainly important, but it’s only one part of the equation.
The real value comes from the hospitality platform behind it: the operational expertise, service culture and systems that ensure residents continue to receive the experience they were promised.
That’s where Ascott brings something distinctive. Our branded residences strategy is built on more than four decades of creating and managing premium living environments across serviced residences, hotels and resorts. That operational heritage gives us a strong foundation to create developments that deliver value not only at launch, but throughout their entire lifecycle.
JP: What do you think has changed most in the relationship between brands and residential developers?
AP: The most significant shift is in what developers now expect a brand to bring to the table.
A decade ago, the brand could be viewed primarily as a marketing asset, a recognised name that supported positioning, pricing and sales. Today, developers increasingly expect the brand partner to contribute much more broadly to the success and feasibility of the development.
That can begin with product definition, unit mix and phasing, extend to supporting the capital case through pre-sales momentum and residual value, and ultimately include demonstrating how the operating model will perform over the long term.
As a result, the relationship has evolved from something closer to brand licensing into a genuine strategic partnership. The operator is expected to bring its hospitality expertise, operating systems and understanding of the customer into the development from an early stage.
I think that’s a very positive evolution. It creates greater alignment between developer and operator and, ultimately, a stronger proposition for the resident. But it also means the bar for what a hospitality brand must bring to a branded residences project is considerably higher than it was a decade ago.
JP: Can you tell us more about your involvement at BRF / FHS Living this year and what you are most looking forward to?
AP: I’m looking forward to engaging with developers, investors and industry peers to discuss how branded residences continue to evolve and where we see the greatest opportunities for long-term growth.
The sector is becoming increasingly sophisticated, and I think the conversations are shifting from simply creating branded residences to creating branded residences that continue to perform for residents, developers and investors over many years.
For me, that’s what makes BRF such a valuable forum. It brings together people who are focused not just on what’s next for the industry, but on how we create better projects, stronger partnerships and more sustainable value for the long term.
About Adeline Phua.
Adeline Phua is Managing lyf Partner at The Ascott Limited (Ascott). She also helms a dual role as Vice President for Business Development at Ascott.
In her role as Managing lyf Partner, Ms Phua champions the development and growth of the lyf (pronounced ‘life’) brand, an experience-led social living concept designed for the next-generation traveller to ‘live your freedom’. As overall guardian of the brand, Ms Phua leads the strategic growth of the lyf brand globally.
She spearheads brand development and management, collaborations and partnerships for lyf, and drives commercial and operational excellence of the properties.
Supporting a brand that is built on a foundation of inspired experiences delivered by a motivated team of multi-hyphenates, Ms Phua also helms talent management as she seeks to further cultivate its standout brand culture.
Her official title of ‘Managing lyf Partner’ aligns with the reinventive nature of the brand, where the lyf crew comprises roles such as lyf Guards who are guest service managers, and the effervescent Ambassadors of Buzz who are the creative minds (and hands) in translating lyf’s core values into social experiences for guests and the community.
About FHS Living & FHS World
FHS World is happening at Madinat Jumeirah in Dubai, 29 September to 1 October 2026, under the theme “Reinvest in our Future”. FHS Living (formerly the Branded Residences Forum) is held within the summit, on the afternoon of 1 October.
Learn more about the rebrand from Branded Residences Forum to FHS Living
Event Overview
- Dates: September 29 – October 1, 2026
- Location: Madinat Jumeirah Conference & Events Centre, Dubai, UAE
- Theme: Reinvest in Our Future
- Key Focus: Hospitality investment, branded residences, living sectors, sustainability, innovation, and experiential travel.
Register your interest and secure your pass for FHS World 2026 and FHS Living HERE
BRESI is the world’s first dedicated global gateway for the branded residences industry, connecting buyers, property developers and brands across every major market. The platform provides a developer-focused global marketplace, comprehensive news media and a strategic partner network of the leading advisory companies in the sector, creating a complete branded residences ecosystem.
Read more exclusive interviews with the leading minds from the branded residences industry
