Gravity Haus Sells Mountain Access Without a Room Night

Gravity Haus now lists 13 properties across the western U.S. and British Columbia, and its founder argues the model's most valuable customer may never book a bed. The company, founded and led by CEO Jim Deters, bundles hotel rooms, coworking space, and gyms in mountain destinations and sells access through a membership ladder starting at $450 a year.

The reveal: Deters describes a parent driving up from the Denver area, dropping the kids at ski school, and using a membership to base the day at a Gravity Haus property. There is somewhere to work, a ski window, a gym, meals, and a place to wait out evening traffic before the family drives home. The property earns revenue from someone who does not need a room.

That day-user economics sits at the core of the pitch. Properties collect revenue from memberships tied to a specific location, layered on top of lodging and food-and-beverage income. Gravity Haus itself earns brand and management fees and takes subscription income from the entry and network tiers.

What does the membership structure look like?

• The entry tier costs $450 a year and includes lodging discounts.
• Property-specific, network-wide, and six-month seasonal tiers add access without requiring an overnight stay.
• Only the higher tiers include day-use access; the seasonal pass does not include unlimited accommodation.

Deters said the subscription income helps keep fees charged to the underlying hotel assets lower. For owners, the returns still hinge on the traditional levers: renewals, repeat stays, and on-property spending covering both the discounts granted to members and the capital cost of the retrofit — gyms, work areas, and gear storage.

Who is the target customer?

Deters is explicit that the model is not built for the hardcore outdoor enthusiast. The target is the time-constrained parent or professional who wants more days in the mountains and does not want to pay $1,200 a night. That positioning frames Gravity Haus as a distribution play for underused mountain capacity — selling midweek, daypart, and partial-stay demand that traditional room-night economics struggle to capture.

How does growth depend on real estate?

Expansion requires securing buildings that can absorb the retrofit for gyms, work areas, and gear storage at a price that still works for the model. Gravity Haus is competing for those assets as institutional capital moves into mountain hospitality. Barings and Waterton expanded their Outbound partnership in January with a planned Park City conversion, following Jackson Hole and Stowe.

That competitive pressure cuts both ways. Institutional buyers with cheaper capital can outbid a membership-funded operator for prime mountain stock, but the membership revenue stream gives Gravity Haus a fee structure that pure-play hotel managers lack.

The open question is arithmetic, not concept. Whether member renewals, repeat stays, and on-property spending can cover the discounts, the facilities, and the marketing needed to explain a product that bundles three familiar purchases — hotel, gym, workspace — into one unfamiliar fee will determine whether the 13-property footprint becomes a scalable platform or a niche operator in increasingly crowded mountain markets.