10 Cruise Ship Suites That Are More Luxurious Than Most Mansions
10 Cruise Ship Suites That Are More Luxurious Than Most Mansions
Seabourn
https://www.fodors.com/news/photos/10-most-luxurious-cruise-ship-suites-that-redefine-life-at-sea
Your insider look behind closed doors at cruise ship cabins in their own ‘wow’ class.
What began as just a place to sleep on a cruise has quickly become a destination in its own right. Sure, a chocolate on your pillow is a fun touch no matter which cabin you book, but today’s cruise lines are taking private quarters to astonishing new heights.
The most remarkable suites in today’s fleets are unrecognizable compared with those of generations past. Long gone are the kitsch, wallpaper-and-brass-era designs of classic liners, as a new era of opulence, extravagance, and an all-around “more is more” mentality sails with a fervent demand for even more. We’re talking private suites with their own movie theaters, three-story slides, outdoor hot tubs, and views that rival the bridge.
As a lifelong lover of cruises and a cruise reporter for nearly 15 years, I’ve been lucky enough to tour and sometimes even stay overnight in many of these floating mansions firsthand. What I’ve learned is that the biggest luxury isn’t necessarily the square footage; it’s the many fine touches and little surprises that await, from a welcome Champagne toast to being woken up each morning with hot coffee and fresh pastries on your terrace.
Here are my 10 favorite over-the-top cruise ship cabins at sea, packed with just about every bell and whistle imaginable for a most memorable sailing.
PHOTO: SBW-PHOTO
1 OF 10
Ultimate Family Townhouse
WHERE: Royal Caribbean's Icon, Star, and Legend of the Seas
Square Feet: 1,772 square feet, including three separate outdoor areas totaling 751 square feet.
It’s all about the ‘wow factor’ when you book the Ultimate Family Townhouse aboard the Icon Class fleet. The line has never played it safe with cruise ship innovation, consistently enhancing its top suites, with each ship advancing the idea of a multi-level family retreat at sea.
The Ultimate Family Townhouse reaches new heights (three stories that is) with amenities more akin to a playhouse than an at-sea cruise suite. Life raft accent pillows, beach ball chandeliers, and a centerpiece stainless-steel slide add the perfect touch of whimsy to a two-bedroom, three-full-bathroom top suite that sleeps up to eight. Movie nights are unmatched with the in-suite private cinema, complete with a popcorn machine and access to a preloaded ultimate family movie library.
Outside, the townhouse opens onto a backyard patio with table tennis, outdoor dining, and a private entrance to Surfside, the line’s first-ever young-family area. If the world’s biggest ships weren’t enough, this should more than fit the bill.
PHOTO: DISNEY CRUISES
2 OF 10
The Tunnel Suites
WHERE: Disney Cruise Line’s Wish, Treasure, and Destiny
Square Feet: 1,966 square feet
Transforming one of the most visible and yet unconventional spaces on a ship, the Tunnel Suites on Disney Cruise Line’s Wish Class are Disney Imagineering feats inside the ship’s forward funnel. Walk past it or snap a photo in front of the bright red tower, and you’d never realize that a two-story luxury penthouse with floor-to-ceiling windows that sleeps eight is hidden inside. I’ve been on private tours of all three unique Tower Suites and have been amazed to see the fine details that go into each.
Disney Wish’s Tower Suite was the original prototype, and it’s themed as a Polynesian hideaway. The suite is filled with nods to Moana, including a stunning handcrafted porcelain sculpture inspired by the Heart of Te Fiti. EPCOT is the inspiration for the Disney Treasure’s elite suite, celebrating Disney Imagineering history. The futuristic design is excitingly avant-garde, with plenty of insider winks to the history of Walt Disney’s most ambitious theme park, including carpets that reference the triangular geometry of Spaceship Earth and a few unexpected appearances by Figment. On the Destiny, the Tunnel Suite continues the ship’s heroes-and-villains theme, styled as Iron Man’s high-tech pad. With sleek industrial design and original Iron Man-inspired artwork, the newest suite in the fleet is a rare chance to experience a new lifestyle genre; call it “superhero luxury.”
PHOTO: ©RSSC
3 OF 10
The Skyview Regent Suite
WHERE: Regent Seven Seas Cruises’ Seven Seas Prestige
Square Feet: 8,794 square feet, including a 3,703-square-foot wraparound terrace
When Regent Seven Seas Cruises’ Seven Seas Prestige debuts in December 2026, it will be more than just a new luxury cruise ship. It will mark the start of a new chapter for Regent as it launches its first new, ultra-luxury ship class in a decade. With that, everything from bow to stern is getting a major upgrade, and its signature Regent Suite is no exception. The Skyview Regent Suite spans 8,794 square feet, nearly twice the size of the line’s previous Regent Suite and ranks high among the largest cruise ship suites sailing today.
Most notably, it’s the line’s first-ever two-story suite. Revel in the rare choice of retiring to the upstairs primary bedroom via a dramatic grand staircase or your own private in-suite elevator. Once upstairs, it’s a secluded space with panoramic ocean views, more akin to a penthouse than your typical stateroom. Top amenities include a private gym, sauna, formal dining room, dedicated bar, and an expansive terrace with a jetted tub. Yes, the first-in-class new ship is going to be beautiful, though when you’re booked into a Skyview Regent Suite there’s really no reason ever to leave.
PHOTO: COURTESY OF EXPLORA JOURNEYS
4 OF 10
The Owner's Residence
WHERE: All Explora Ships with layout variations on Explora III and IV
Square Feet: From 3,014 square feet, including a 1,345-square-foot terrace
Explora Journeys entered the luxury cruise market with a big splash in 2023, targeting “travelers” more than “cruisers.” Their fleet of sister luxury ships each accommodates 922 guests and asks, “What if the best luxury hotels could travel?” The answer lies in the line’s unique interiors, which feel like a harmonious blend of a private yacht and a European boutique hotel at sea.
While all accommodations on the ships have ocean views, private outdoor spaces, and heated marble floors, none compare to the ship’s Owner’s Residence. A true residence at sea, the suite offers more than 3,000 square feet; its walk-in closet alone is larger than some cruise cabins. Let the Dedicated Residence Manager unpack and fill that closet for you, and pack it up as your cruise ends. The terrace stretches across the entire width of the ship’s aft and is your own private outdoor living room. Highlights of this sleek outdoor retreat include an oversized infinity whirlpool, lounge seating, a dining table, and an outdoor shower.
PHOTO: PHOTO BY VIRGIN VOYAGES®
5 OF 10
The Massive Suite
WHERE: Virgin Voyages' Scarlet Lady, Valiant Lady, Resilient Lady, and Brilliant Lady
Size: 2,147 square feet, including a 1,317 square foot terrace
Virgin Voyages set out to completely rethink what a cruise could be, creating a more modern, design-driven, adults-only experience at sea. The fleet is beautiful, with ships that feel like boutique hotels decked out with high-end nightclubs. The vibe is sophisticated, energetic, and surprisingly youthful, with a strong emphasis on music and nightlife culture.
When just about everything on board makes you feel like a rock star, the Massive Suite is the ship’s ultimate upgrade. Aptly situated in the ship’s Mega RockStar Quarters section, the grand suite is at the very front of the ship for the most sweeping forward ocean views. Think of this as a rock star’s private oceanfront party loft, though it’s yours for the booking. This pad was built for fun, from a private music room with guitars and a turntable to an outdoor table with a built-in staircase so you can easily dance from it any time of day. Full-length hammocks, stargazing loungers, an in-suite bar, and many other custom finishes make this the ultimate suite for entertaining.
PHOTO: SILVERSEA
6 OF 10
The Otium Suite
WHERE: Silversea Cruises’ Silver Nova and Silver Ray
Size: 1,324 square feet, including a 431 square foot terrace
The Otium Suite is the crown jewel of Silversea’s newest generation of luxury ships, offering a private residence at sea with a wellness-focused approach. The grand suite is named after the line’s wellness program, inspired by the ancient Roman concept of otium, known as a time for deliberate, restorative leisure. The concept encourages greater indulgence than you might expect from more traditional wellness ideas like discipline, detox, or deprivation. All of which means there’s more of just about everything in the wellness-focused suite, with sweeping floor-to-ceiling views, an aft-facing terrace, and your own private whirlpool.
Light-years beyond cucumber eye covers, Otium’s many custom in-suite treatments offer a welcome touch of customization and comfort most befitting a luxurious wellness suite. Have your butler create a unique bathing experience that transforms your simple bath into a private spa ceremony, complete with back and neck pillows, bath salts, candles, and even gourmet bites for relaxing nibbles. There’s also an aromatic shower experience, complete with mood-based aromatherapy options (do you want to boost your mood or sleep?), and the most indulgent comfort-food experience, with options ranging from caviar and lobster rolls to truffle fries and towering desserts. This is the toast of lavish wellness, and if you’re going to splurge, this is how you do it.
PHOTO: SEABOURN
7 OF 10
The Wintergarden Suite
WHERE: Seabourn's Encore and Ovation
Size: About 1,500 square feet, including a 167-square-foot veranda
Seabourn’s one-of-a-kind luxury suite offers a rarity not often seen in private quarters at sea: a glass-enclosed solarium. This unique structure becomes your own private sunroom retreat above the sea, with panoramic ocean views and an oversized soaking tub you can enjoy in any weather.
Adam Tihany, the renowned hospitality designer behind acclaimed restaurants for Thomas Keller, Daniel Boulud, and Jean-Georges Vongerichten, designed the fleet to feel like private clubs at sea, with an emphasis on boutique hotel styling over traditional nautical finishes. The Seabourn Wintergarden Suite is the height of Tihany’s vision, designed as a private luxury apartment with plenty of space to enjoy meaningful time beyond just sleeping. Arrangements can be made for in-suite dinner parties for up to six guests, with a stocked wet bar and pantry, perfect for pre- and post-dinner cocktails.
PHOTO: 2018 BAHAMAS VISUAL SERVICES
8 OF 10
The Iconic Suite
WHERE: Celebrity Cruises’ Edge Class
Size: About 2,581 square feet, including a 689-square-foot private terrace
Perched above the bridge, the Iconic Suite on all Celebrity’s Edge Class ships is the premier penthouse suite offering a captain’s-eye view of the open seas ahead. Two suites per ship feature stunning floor-to-ceiling glass windows and 270-degree ocean views. However, it’s the massive outdoor space that is the suite’s biggest selling point. Enjoy sailaways, scenic cruises, and dramatic arrivals into port from your own private hot tub, double daybed, plush lounge chairs, and outdoor dining area.
The two-bedroom, two-bathroom suite was built for entertaining, with a large dining room table, a dedicated butler’s pantry, and the perfect terrace to pop open and share the complimentary bottle of bubbly included with your stay.
PHOTO: COURTESY OF CUNARD
9 OF 10
The Grand Duplex
WHERE: Cunard Line’s Queen Mary 2
Size: 2,249 square feet
Cunard Line sails as the increasingly rare cruise line in the modern era that continues to embrace classic ocean liner elegance. The Grand Duplex is the pinnacle suite aboard the legendary Queen Mary 2, carrying on the transatlantic tradition by connecting Southampton, England, with New York on 7-night journeys.
With the Grand Duplex on Queen Mary 2, Cunard created a true two-level ocean liner apartment, coveted for its Art Deco-inspired design and a stunning spiral staircase. Double-height windows offer some of the best views on the ship, while the whirlpool tub overlooking the ocean features the ship’s most relaxing views. The dedicated butler service includes unpacking, daily suite canapés, tea service, and in-suite dining from the Queen’s Grill menu. The duplex’s main attraction is its large, teak-decked terrace, perfect for enjoying the peaceful ocean horizons as they meet the ship’s wake.
PHOTO: OCEANIA CRUISES
10 OF 10
The Owner's Suite
WHERE: Oceania Cruises' Vista & Allura class
Size: Ranges from 2,200 to 2,400 square feet
Spanning the full beam of the ship, the Owner’s Suites on Oceania Cruises exude the elegance and lush finishes of a luxury coastal estate. That’s all thanks to Ralph Lauren Home, designer of all furnishings, artwork, and accessories throughout the private oceanfront residence. The specialty design team has imbued the suite with a nautical palette, featuring deep navy blue furniture, polished metals, and subtle red splashes throughout.
The suite is built more like a luxury apartment than a multi-bedroom family suite, with a primary bedroom, bathroom, and guest powder room. The sweeping walls of glass showcase the open ocean for the most picture-perfect background, no matter the time of day.
Beating the countdown clock to secure a valuable asset
The most important 90 days in a hotel’s life
Leanne Reddie (Global Asset Solutions)
https://www.costar.com/article/916761294/beating-the-countdown-clock-to-secure-a-valuable-asset?
A hotel is a solid beast of an asset, the very opposite of Bitcoin. It exists in a set location. You can touch it. Making changes requires closures, dust, tarpaulins, and undesirable disruption. And yet, like Bitcoin, its success can rest on the most ephemeral factors. The value of this hulk of bricks and mortar can be washed away by something as intangible as a poor review.
The run-up to a hotel opening is where the future success of a hotel will be established, and it happens in three distinct phases, from positioning the property commercially to welcoming the first guests.
It’s easy to focus on the actual physical opening of the hotel first, because that’s the bit you can see. With every piece of unlaid flooring and hanging wire comes the fear that the hotel won’t open on time and there will be money lost in overruns and money and goodwill lost in cancelled bookings. So laying the tiles feels like it should come first.
But for a hotel to open successfully, a commercial team needs to be in place to fill those rooms with their smoothly laid tiles. You may have had a clear idea of what the hotel was in your head for the past year, or even your lifetime, but your commercial team also needs time to understand that idea and create a detailed revenue strategy that perfectly reflects the hotel’s position.
This means assessing the local market and your competitive set, deciding a rate strategy and looking at your channel mix, all of which will change depending on the time of year and the movement of the different demand drivers.
This should be achieved in the first of the three pre-opening phases. By the time you get to 60 days out, your commercial team should be established and buzzing along. It is now time to think about the team who will be delivering the service for which your guests will be paying that optimized rate.
In the economy sector, service can and increasingly is being delivered by an app and a welcoming email, but in the luxury market, service is significantly more nuanced and relies on a culture with a strict and well-established structure.
This cannot be learned in a week using a laminated card taped on the wall, but through weeks of scenario rehearsal, brand immersion, and leadership-driven training. All team members must know the role they are playing in your carefully choreographed operation, or the guest will be able to see that the magic that is expert luxury service is nothing more than a pretender hiding behind a curtain pretending to be a wizard.
With the team honed by day 30, the final stretch sees the doors finally open, at least a bit. It might be tempting to get past the soft opening phase and go straight to the full opening — how hard can it be? — but a rigorous dress rehearsal prevents tears and pandemonium on the first night.
This is particularly important in a hotel, which is a significantly more complicated operation than a theatre and grows more so by the day. To borrow from the automotive sector, the average person on the street could fix a Model T Ford, but even the most minor issue with a modern car requires a full IT team. So too with hotels, where there are plenty of opportunities for key card systems to fail, POS to drop off over breakfast, and the booking itself failing to show. Guests trapped outside their rooms, starved of breakfast and waving their proof of reservations at you at the front desk, do not write nice reviews afterwards. Although it is more than likely that they will tell their friends — just not in a good way.
It’s easy to look at the above and think that maybe you won’t bother with a hotel. Maybe you’ll open a coffee cart or get into personalized stationery instead. But console yourself with the knowledge that, with that 90-day foundation in place, your hotel will outlast most other businesses and even last for generations. Unlike Bitcoin.
Leanne Reddie is Chief Commercial Officer of Global Asset Solutions.
Hotel REIT execs see more activity, conviction in the deals market
Better fundamentals and competitive debt environment give buyers confidence
The U.S. hotel deals environment continues to heat up, and real estate investment trusts are taking advantage of that. Park Hotels & Resorts terminated its ground-lease for the 262-key Embassy Suites by Hilton Austin Downtown South Congress, receiving an early termination fee of $6 million while also selling all the personal property and business assets to the ground lessor. (CoStar)
https://www.costar.com/article/1595049838/hotel-reit-execs-see-more-activity-conviction-in-the-deals-market?
By Bryan Wroten
The U.S. hotel transaction environment is picking up the pace, and executives at real estate investment trusts see opportunities to take advantage of that, one way or another.
For the most part, the hotel-focused REITs have been keeping an eye on the transaction market but not yet major participants, aside from the occasional one-off buy or disposition. During the latest round of quarterly earnings calls, REIT execs shared their observations about the market and whether they'll be an active participant.
See below for a selection of their comments.
Jim Risoleo, CEO and director, Host Hotels & Resorts
"So, we have a lot of flexibility to play offense when we see opportunities to meet our return thresholds. So, we're seeing more activity today. There have been a lot of deals in the market. We've underwritten a lot of transactions. And to date, we haven't been able to cross the bar that we set for ourselves internally. But there are high-quality assets out there, and we will continue to look for assets with multiple demand generators, drivers, attractive market fundamentals, and importantly, opportunities where our active management and ownership can create incremental [earnings before interest, taxes, depreciation and amortization].
"That's where we can be most opportunistic. We have an advantage over others because we're an all-cash buyer. We can move quickly. We have deep industry relationships, and our platform really gives us the opportunity to underwrite complex assets with confidence.
"So why do we like acquisitions? Because it can do more than just add EBITDA. An acquisition can add to the long-term growth profile of the company and benefit from our expense benchmarking, renovations, as you've seen time and again, branding repositioning opportunities and the like."
Thomas Fisher, co-president and chief investment officer, Pebblebrook Hotel Trust
"It continues to be more constructive. Obviously, we expected that in terms of the improving operating fundamentals.
"As we stated previously, capital followed performance. We're seeing more transactions. We're seeing larger transactions. We're seeing more investor depth, and performance is leading to more investor conviction. So, you have all of the ingredients.
"I think you have increasing operating fundamentals; you have more investor conviction. You have more trades, which I think is giving more confidence to other investors to participate. You have the debt markets that continue to remain attractive, both in terms of availability as well as pricing.
"And so I think overall, it's set up for a more active [environment], although I would tell you that it's somewhat bifurcated that it continues to kind of trend towards the luxury type assets and the resort type assets and then assets where markets have significant growth that investors can underwrite."
Thomas Baltimore Jr., president and CEO, Park Hotels & Resorts
"On the capital allocation front, we continue to execute our strategy of recycling capital out of underperforming non-core assets while enhancing the quality and long-term growth profile of our portfolio. Since our May earnings call, we have completed three additional dispositions. In May, we sold our ownership interest in an unconsolidated joint venture that owns and operates the 288-room Embassy Suites Old Town Alexandria for gross proceeds of $29 million.
"In June, we exited the 262-room Embassy Suites Austin through the termination of the short-term ground lease and sale of the hotel's operating assets, generating approximately $6 million in proceeds. Most recently in July, we completed the sale of the 314-room Hilton Short Hills for $12 million. These transactions represent another step forward toward simplifying the company, lowering future capital needs, and concentrating our portfolio on higher-quality assets with stronger growth prospects and more durable earnings.
"Since announcing our plan in early 2025 to exit our remaining non-core assets, we have sold or disposed of 10 of the 19 identified hotels generating nearly $200 million of proceeds at an average multiple of approximately 12.5x EBITDA. And since the spin, we have now sold or disposed of 55 assets for more than $3 billion.
"We continue to make solid progress with the remaining non-core hotels, which today account for less than 5% of the portfolio's value and remain firmly committed to materially reducing our exposure by year-end with active marketing efforts underway for several assets."
Leslie Hale, president and CEO, RLJ Lodging Trust
"I would say that we're in a market where pricing is on an asset-by-asset, case-by-case basis. What I would say about the overall transaction market is that it's more constructive today and that there are more transactions in the pipeline. I would say that the debt market continues to be very competitive, with a number of capital providers. There are better fundamentals, which is allowing potential buyers to underwrite with more conviction. The buyer pool has widened today, particularly as performance continues to improve, and we're seeing owner-operators continue to play a role in the transaction market. We're also starting to see family offices and a little bit of private equity as well.
"And so it's still focused on single assets as opposed to portfolios, but we do see the overall transaction market improving. But I would generally say that we're starting to see pricing converge, and it's really just a case-by-case basis in this climate. We recently sold, as you mentioned, an asset in Fremont, and that was an asset where the dynamics of that market had moved away from its trajectory from the rest of what's happening in northern California. And the pending capital didn't make sense for us. And so we ran a small process, and we had a regional operator pay a healthy multiple on that existing asset."
Jeffrey Donnelly, CEO, DiamondRock Hospitality Company
"I think all else equal, if price was no object, I would — I think the long-term secular drivers for resorts are particularly attractive. But pricing on resorts has been very, very competitive and has tightened substantially this year. So while we do look at a lot of them, there's a lot that I think gets bid outside of what we're willing to pay. We do look at urban markets as well. So I would tell you, all else equal, yes, I would like to tilt toward resorts, but we do look at everything, both urban markets and resorts.
"There are some [acquisition deals] that I thought we would be close, and then we proved to be like 10% to 15% off, with many bidders in between. I think that's what's probably been most surprising: maybe a year ago, the gap between a first-round bid and a second-round bid was relatively tight. We've seen that widen out pretty substantially, I think, on the last few properties that we were pursuing, where there could be as much of a sort of a move as maybe 10%, 15%, or even buyers sort of going hard with a letter of intent. So it's gotten much more aggressive for certain properties.
"With our leverage coming down and generating incremental cash, I think shareholders want us to redeploy that capital accretively or return it to them if we cannot. So currently, when I said this at the beginning of the year that we would be a net seller this year, I think that's quite plausible that in this calendar year, we will be a net seller — but as I look beyond and just seeing more transactions come to market, I guess I'm optimistic that we will eventually find something that we connect on. So I think we will be potentially a buyer and a seller, but there's nothing imminent today that we're not hard on any transactions or anything like that for an acquisition at this time."
Bryan Giglia, CEO, Sunstone Hotel Investors
"On the transaction environment, we're definitely seeing volume pick up. I think earlier in the year, it was more luxury focused. So, I think that is starting to broaden out a little bit more, where we're starting to see not just luxury or big, large super tanker hotels on the market. So, we're seeing more in the, call it, $75 million to $150 million range of full-service in primary or secondary markets.
"I think that when we look at those types of hotels, there are definitely more bidders out there, and from a pricing standpoint, we still see a bit of a disconnect of where things are getting done just because of the competitive nature of a marketed process. So more interesting, but not where they need to be from our standpoint at this time. And we have been very active over the last several years of recycling capital and trying to find the best redeployment of that on a risk-adjusted return basis. When we look at the transaction market improving now, I think that this is a time where we really have to remain disciplined."
Jonathan Stanner, president and CEO, Summit Hotel Properties
"We have seen more activity in the transaction market, which has been encouraging. And I think we've always felt like the catalyst for more activity was better operating fundamentals. And clearly, we started to see that.
"And so I do think it kind of broadens the aperture in terms of what we can look at. I still feel where we sit today, you know, the most effective transaction for us has been this kind of one or two-portfolio, maybe three-asset type of portfolio deal where we take a very targeted approach and very often are finding more local regional buyers. I wouldn't say that has changed yet, but as you alluded to, the financing markets remain very, very strong and we see more activity in the transaction market. I do think it broadens what we can look at there."
Justin Knight, president and CEO, Apple Hospitality REIT
"I think my expectations were that at this point in the cycle, especially given the strength we've seen recently, we would be experiencing or seeing more transactions happen in our space. I think we're more optimistic based on products that we're underwriting today and products coming to market that we're nearing a point where we could see meaningfully greater deal flow.
"For some period of time, there's been a fairly wide bid-ask spread as much as 200 or 300 basis points from a cap rate standpoint, depending on market and product. I think what we've observed happening is that product that has been on the market for an extended period of time is starting to look, in some cases, more reasonable given the recent run-up in operating performance, which is making yields more attractive. And should current trends continue, which we feel reasonably confident they will, I think that alone gets us to a point where more deals pencil and we are able to get more active on the acquisitions front.
"Aligned with that somewhat is the fact that we have seen improvement in our share price over the past several months. And as we think about uses of capital, our underwriting consistently weighs potential acquisitions against purchases of our shares. And I think up until recently, the math clearly pointed towards the share purchases. I'll tell you today, and I said in my prepared remarks, there's still a gap. And as we think about valuation, especially on days where share price pulls back, I think we still feel that there is meaningful value and upside in our shares, but the gap is shrinking. And I could see us becoming more active on the acquisitions front and, really, quite frankly, that market in total becoming more active as we move towards the end of the year, especially to the extent we continue to see positive indicators for how 2027 might shape up."
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation. With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta, we enhance asset value and profitability through:
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