The Long Club. A clinical membership for Jersey, on infrastructure already being built.

One · why a Jersey membership specifically

An audience that already exists, already pays privately for health, and already lives within ten minutes of the building.

The commercial case for a Jersey-local membership is unusually strong because the demand is concentrated and pre-qualified. Healthhaus members, Lido Medical Centre patients, and Medilab's existing private patient list are all populations who already pay for private health and already know what good clinical infrastructure looks like. A membership doesn't require broad-market customer acquisition; it requires activation of warm audiences who can walk to the building. That is the cheapest customer acquisition profile a hospitality business can have.

The market validation arrived in 2024 from an unexpected source. Maybourne — operators of Claridge's, The Connaught, and The Berkeley — opened Surrenne beneath The Emory in Belgravia in May 2024, an annual longevity-and-wellbeing membership at £15,000 in year one (£10,000 annual + £5,000 joining fee). The London membership cap of 100 sold out in eight weeks. The most operationally sophisticated luxury hospitality group in London does not gamble; their commitment to the format is meaningful evidence that the affluent UK demographic will pay materially for clinical-depth-inside-luxury-hospitality, and that the membership model captures value the residential-only model cannot. The Long Hotel's proposition is the same category, served on Jersey at a meaningfully lower price point, into an audience Surrenne does not reach.

Two · the tiers

Standard and Plus.

Two tiers, structurally different, with a clear upgrade path. Standard is the volume tier — a comprehensive annual clinical layer with semi-annual touchpoints, priced for serious-but-not-maximal commitment. Plus is the flagship — quarterly clinical reviews, advanced diagnostics, brokered specialist consultations, and ongoing concierge-channel access between consultations. Both tiers cap-limited; both designed to sit alongside an existing Healthhaus membership rather than to compete with it. Healthhaus is purchased separately; the Long Club membership is the clinical layer on top.

Four · positioning against the only direct comparator

Like-for-like, against Surrenne.

Surrenne at The Emory in Belgravia is the only direct UK comparator — a longevity-and-wellbeing membership inside a luxury hotel, capped at 100 members, launched May 2024 by the Maybourne Hotel Group. £10,000 annual plus £5,000 joining fee. The full London cap sold out in eight weeks. Surrenne is the proof that the affluent UK demographic will pay materially for clinical-depth-inside-luxury-hospitality; it is also the benchmark we have to position credibly against. The like-for-like comparison adds a Healthhaus Gold membership on top of the Long Hotel tiers, since Surrenne includes facility access (pool, gym, sauna) inside its £15,000 year-one number while the Long Club membership is the clinical layer purchased alongside Healthhaus.

The headline read is straightforward. Long Hotel competes on clinical substance; Surrenne competes on aesthetic and brand halo. Plus offers materially deeper clinical content than Surrenne — quarterly clinical reviews against one annual consultation, brokered specialist access against none, an ongoing concierge channel against none — at 39% lower year-one cost when matched like-for-like with Healthhaus added on. The trade-off is consistent across both Long Hotel tiers: Jersey not Belgravia, Healthhaus not Maybourne, no Tracy Anderson studio, a 15m pool rather than 22m. For a clinically-minded buyer who is not paying for a Belgravia address, the proposition is meaningfully stronger at meaningfully lower cost.

Five · the budget-end comparators (Unbound and Neko)

Against Unbound and Neko Health.

The affordable end of the UK longevity-adjacent market is dominated by two products that operate on a fundamentally different model from The Long Club. Both are one-off or annual comprehensive health assessments at a fraction of a membership price, supported by post-scan reporting rather than ongoing clinical relationships.

Unbound is a £365/year membership built around a single in-person comprehensive assessment plus a companion app for the year between visits — blood biomarkers across heart, metabolic, liver, kidney, bone, inflammation, energy and mood, cardiovascular fitness including VO₂ max and sub-maximal VO₂ max, an evidence-based mental wellbeing screen, and a full musculoskeletal strength, mobility, posture, and functional fitness evaluation.

Neko Health is a £299 single full-body scan — booked à la carte rather than as a subscription. The scan is heavier on structural cardiovascular and skin measurement than Unbound: ECG, blood pressure, blood oxygen, arterial stiffness, ABI, peripheral micro- and macrovascular blood circulation, aortic ejection performance, heart sounds, heart risk scoring, plus a full dermoscopy skin exam, eye pressure measurement, thermography, BMI, grip strength, and a blood panel covering cholesterol fractions, glucose, HbA1c, hsCRP, and a full CBC. A doctor reviews the data and signs off any diagnoses.

The demand signal at the budget end is the most important number in this section. Neko's London clinic is reported to have a waiting list of over 100,000 people by the end of 2025 — a year after opening — at a £299 price point with no clinical relationship attached. Unbound has not published equivalent figures but is growing on a similar trajectory. That waiting list is the clearest live evidence that the UK affluent-and-health-conscious demographic exists at scale, is actively seeking structured health assessment, and is willing to pay for it. The argument that The Long Club is "too expensive" relative to Neko misreads the relationship between the two products. Even capturing a fraction of one percent of the demand Neko has surfaced — at a meaningfully higher price point for a meaningfully different product — is more than enough to fill the 110-member cap.

The Long Club is a fundamentally different product priced 10–25× higher — an ongoing clinical relationship rather than a single annual snapshot. The table below puts all four side-by-side to clarify what the price differential actually pays for.

The Unbound and Neko comparators clarify what The Long Club's pricing actually pays for. Unbound is a £365 annual health MOT covering blood biomarkers, cardiovascular fitness (VO₂ max), an evidence-based mental wellbeing screen, and a full musculoskeletal screen, delivered as a single annual visit with companion-app follow-through. Neko is a £299 per-scan full-body assessment, weighted toward structural cardiovascular and skin measurement — ECG, arterial stiffness, ABI, peripheral circulation, dermoscopy, thermography, eye pressure — with a doctor on hand to sign off any diagnoses. Both are best in class at their price point, and both are fundamentally different products from The Long Club.

The Long Club is priced 10–25× higher because the price differential is not buying a deeper one-off scan; it is buying an ongoing clinical relationship. The Standard tier costs roughly 15× a Neko scan to provide twice-yearly physician contact, four annual coach sessions, monthly wearable data review, a written longitudinal report, and a 10% discount on residential programmes. The Plus tier costs 25× a Neko scan to deliver quarterly clinical reviews with the Tier 3 panel, brokered specialist access, and an ongoing concierge channel between visits — clinical depth that does not exist at the budget tier in any form. The three products serve three buyers: someone who wants a yearly snapshot of where their body is at is served by Unbound; someone who wants a single comprehensive scan with structural cardio depth and a doctor sign-off is served by Neko; someone who wants the same clinical infrastructure operating in a recurring relationship rather than a snapshot is served by the Long Club. The comparison sharpens the offer — Standard and Plus exist for buyers whose health spending pattern is partnership, not checkup. A Long Club member who values the Neko-style annual structural cardio scan or the Unbound-style mental wellbeing and MSK screen specifically can add either as à la carte without losing the ongoing structure.

Addendum · a Healthhaus product, not a Long Hotel product

Healthhaus Plus.

A small variant worth considering, sized as a Healthhaus product run by the existing Healthhaus team rather than as a Long Hotel product. The intent is to strengthen the Healthhaus offering and create a natural progression into the Long Club membership, rather than to launch a competing product.

The proposal is a Healthhaus Plus tier added to Healthhaus's existing pricing structure, bundling a once-a-year clinical assessment — full bloodwork through Medilab, DEXA scan, and one physician consultation — into the Healthhaus membership for an additional £600–£800 a year on top of the standard Healthhaus subscription. Delivered using the same clinical infrastructure as the Long Club membership, but commercially run as a Healthhaus product, with revenue accruing to Healthhaus rather than to the Long Hotel.

Three reasons this is worth considering separately rather than folding into the Long Hotel structure. First, Healthhaus has its own brand, its own member relationship, and its own commercial trajectory — strengthening it directly is independently valuable to the wider Hotel de France group. Second, Healthhaus Plus serves a price-sensitive cohort that Long Club Standard at £350 a month does not — a Healthhaus member willing to add £60 a month for an annual assessment would not necessarily move to the £350-a-month Long Hotel tier, but might reach it eventually after a year or two of the lighter assessment showing them what the clinical layer offers.

Third, Healthhaus Plus creates a clean three-step ladder of commercial commitment across the wider group — Healthhaus standard, Healthhaus Plus, Long Club Standard, Long Club Plus. Each step is meaningfully distinct, each is priced at a clear progression, and each has a credible upgrade path to the next. That is a stronger commercial story than a single membership product that has to serve multiple price points awkwardly. The work to make this happen is mostly co-ordination — agreeing the clinical-infrastructure shared use between the two operations, agreeing the revenue allocation, ensuring branding does not confuse the customer. Worth a separate conversation with whoever runs Healthhaus before committing to either side of the membership architecture.