Gravity Haus Monetizes Mountain Guests Who Never Book a Room

Gravity Haus now lists 13 properties across the western U.S. and British Columbia, and its founder says the most revealing customer never books a bed. The company, founded and led by CEO Jim Deters, bundles hotel rooms, coworking space and gyms in mountain destinations, then sells memberships that start at $450 a year.

The archetype is a Denver-area parent. Deters describes a member who drives up, drops the kids at ski school, works from the property, skis, uses the gym, eats, waits out the traffic, and drives home. The property earns revenue at nearly every point of that day without selling a room night.

That is the core of the model. Gravity Haus layers membership income on top of lodging and food-and-beverage revenue, monetizing day users who need only workspace, gym access and gear storage.

Who is the customer?

Not the purist. Deters is explicit about who he is building for: the time-constrained parent or professional who wants more days in the mountains and does not want to pay $1,200 a night. The hardcore outdoor enthusiast is not the target.

This framing shapes the product. The pitch is convenience — a base that fits mountain life around work and family — rather than elite terrain or backcountry credentials.

How does the membership ladder work?

The structure runs across four tiers, each buying a different bundle:

• An entry tier at $450 a year, which includes lodging discounts but no standalone access.
• Property-specific tiers tied to one location.
• A network-wide tier covering all properties.
• A six-month seasonal pass, which does not include unlimited accommodation.

Only the higher tiers grant access without an overnight stay. Memberships tied to a specific property deliver revenue to that location's owner, while Gravity Haus collects brand and management fees plus subscription income from the entry and network tiers.

What does this mean for property owners?

Deters said the subscription income helps keep the fees charged to hotel assets lower, a meaningful claim in a sector where management costs compress already-thin margins. Owner returns still depend on renewals, repeat stays and on-property spending covering the discounts members receive and the cost of the retrofit — gyms, work areas and gear storage do not install themselves.

That retrofit constraint shapes expansion. Growth depends on securing buildings that can absorb the conversion at a price that still works.

Who else is chasing mountain hospitality?

Institutional capital is arriving. Barings and Waterton expanded their Outbound partnership in January with a planned conversion in Park City, following Jackson Hole and Stowe. Gravity Haus is not competing for customers alone; it is competing for buildings.

The open question is arithmetic, not aspiration. Whether renewals, repeat stays and ancillary spending cover the discounts, the facilities and the marketing needed to explain a product that bundles three familiar purchases — hotel, gym, office — into one unfamiliar fee will decide if the membership model holds. Deters has the properties and the ladder. Now he needs the renewals.