Simone Gibertoni, CEO of la Clinique La Prairie: “We are building a global longevity ecosystem.”

Since 2016, Simone Gibertoni, at the helm of Clinique La Prairie, has been relentless in developing the pillars that underpin the reputation of the clinic, which was founded in 1931 on the shores of Lake Geneva, on the Vaud Riviera. Owned since the 1970s by the Swiss Mattli family, the clinic still has one of its members—Gregor Armin Mattli—as chairman of its board of directors. For more than 90 years, longevity has been at the heart of the Montreux-based establishment's programs, which attract wealthy individuals from around the world. For an average price of CHF 32,000 per week, living better and longer has become the holy grail, rather than the pipe dream of eternal life. Cellular regeneration using the latest technologies, immunity, prevention, cognitive performance, nutrition, stress management, sleep, as well as hospital care in its specialized medicine units—everything is done to ensure that clients leave transformed.

Challenged by the many new players in the market boosted by artificial intelligence, which are fueling an increasingly fierce price war, Simone Gibertoni has decided to accelerate the export of La Prairie's high-end model abroad. China welcomed its first clinic in 2024 in the Anji region of Zhejiang province, about 110 miles west of Shanghai, with two more openings planned for 2026 in strategic regions around the globe: AMAALA, in Saudi Arabia, on the northwestern coast of the Red Sea, and on the island of Phuket in Thailand.

Today, another development is strengthening the clinic's strategic position: the creation of the “Longevity Fund,” an investment fund currently being set up. We meet Simone Gibertoni, whose long-term strategic vision is also challenging the sector's health forecasts.

What are your development strategies today?

Simone Gibertoni. We have four pillars of development, including opening new medical clinics and wellbeing centers abroad, which we call Health Resort Clinique La Prairie, modeled on the historic site in Montreux. This asset-light model represents a major investment, ranging from CHF 120 million (for the 45-room clinic in Thailand) to CHF 500 million (for the 50-room clinic in Saudi Arabia). This model requires us to find the right partner willing to invest in our model, which is positioned at a premium price and has few clients. Our second pillar, also asset light, is based on the opening of our Urban Centers, such as the Longevity Hub by La Clinique La Prairie in Madrid, a brand in its own right, with a positioning more focused on customer care and follow-up close to where they live, representing an investment of between 10 and 40 million. We are currently focusing on opening these centers in new hotel establishments that are investing in the construction of very large spa and wellness areas and wish to incorporate longevity-related treatments. This concept offers our four types of approaches to longevity, including the presence of doctors, stem cells, wellbeing, nutrition, etc., in short, small clinics. The Longevity Hub, which opened at the One&Only in Dubai and covers 4,000 square meters, is a perfect example. The third pillar is based on the production of dietary supplements. In the United States and the United Arab Emirates, we have obtained marketing authorizations after a four-year process. The final pillar concerns the creation of the investment fund.

Can you give us some details about this investment fund?

Innovative technologies related to regeneration, nutrition, wellbeing, and movement are at the heart of the longevity programs. Based on this principle, and recognizing the rapid evolution in these areas, the fund is an initiative with a vision to invest in start-up companies offering highly innovative longevity technologies in these four sectors, and to enable their transformation into concrete applications. For this reason, we wanted to bring two leading figures on board to help develop this fund: Stefan Catsicas, a Swiss molecular biologist specializing in neuroscience, and Max Gottschalk, a renowned investor. We also have a large group on board, whose name I cannot disclose. The first round of investment is set at 75 million, the second at 200 million, and the third at 300 million Swiss francs. We expect to close the first round in two months, with five or six investors, but we have 35 players interested in joining the next rounds.

Is the strategy to target Clinique La Prairie clients first and foremost?

That's a good question. My initial idea was indeed to target our clients first and foremost, but in reality, interest is coming more from the institutional world.

Why is that?

Initially, the targets were well below 300 million, so it was possible to rely on our clients. Today, interest is coming from pension funds and groups operating in the cosmetics and wellness sectors. Longevity is a very attractive proposition, but very few players have mastered this field, as it requires expertise in specific technologies, the ability to deploy healthcare personnel, and the integration of hotel and hospitality capabilities in the broadest sense. Clinique La Prairie has mastered all three of these pillars. Currently, everyone is looking for the ultimate experience in the luxury sector—a word that I find very overused today. But is there a better experience than one that allows you to live better and longer? Relaxation and rest are now transforming into a way to get back in shape and reset our physical and mental capacities. That is the future.

What is the position of the family that owns Clinique La Prairie, which is usually very discreet?

It is indeed very discreet, but welcomes these strategies with interest.

What were your results for 2025?

They were exceptional, as 2025 was a record year, also in terms of customer volume. Unfortunately, I cannot give you precise figures, but I can confirm that EBITDA increased by more than 30%. As you know, we have two different types of business: one involving the medical unit that welcomes patients from the region, which accounts for 35% of turnover, and the other focused on our international clients, which accounts for 65% of business. And we are particularly pleased with the results of our hospital unit, because as you know, the public health sector is not in very good shape in Switzerland.

What is your average price and has it increased?

Yes, if I compare it to 2019—a benchmark year for us—it has increased substantially.

Can you disclose this and how many clients do you have per year?

The average price for a one-week stay per person for those following a program with us is 32,000 Swiss Francs, compared to 22,000 Swiss Francs in 2019, which is a 45% increase. And we have nearly 2,000 clients per year, including accompanying persons. Our initial strategy, which was to reserve the most comprehensive programs for Montreux and to profile other offers such as the Master Detox at our resorts abroad, remains valid.

How is your business model structured for resort clinics abroad?

It is asset light, based on a management contract, which means that we manage all the units opened abroad. We tried a franchise experiment, but we do not intend to continue down that path. A management contract involves fees, which vary depending on the size of the resort and its turnover (between 40 and 60 million Swiss francs). I can give you an indicative figure without revealing the gross income or the exact percentage: for a large opening, it is between five and eight million in fees.

Are these clinics mainly residences?

In China, our clinic has 29 individual villas; AMAALA in Saudi Arabia will have rooms and villas, including residences for sale, as will Phuket in Thailand. It should be noted that the sale of villas is not our usual business model. However, we have a large Clinique La Prairie residential real estate project, which is asset light, that we have not yet begun to present. It will not be comparable to a luxury brand, of which there are many, but will be accompanied by much broader services and expertise, unique to La Clinique La Prairie, including the services of our Longevity Hub.

Do the investors, Sunjoy Group in China, Red Sea Global in Saudi Arabia, and Montara Hospitality Group in Thailand, have any specific requirements?

The resort clinics are always based on Clinique La Prairie programs, but tailored to the location, with a customized offering depending on the destination.

What are the next planned openings?

We have just signed an agreement to open a Longevity Hub in Hudson Valley in the United States in 2028, in a new One&Only hotel in collaboration with two partners, including Reynolds Association. It is a magnificent location an hour and a half from New York, in the heart of the forest, on the Hudson River. We also have a number of new clinic openings in the pipeline, however, this acceleration is directly linked to our ability to grow our teams.

What are the major challenges ahead?

Artificial intelligence in the healthcare sector. This is an issue that is completely disrupting the sector, and in the longevity segment, it is transforming it into an accessible product. All treatments that used to cost 1,000 francs are now worth 100 francs, and if there used to be one longevity center in a city, today there are more than 200 in Dubai alone. Not all of them will survive. Many will try to lower their prices before closing. So it's a big problem of commoditization of longevity. However, La Clinique La Prairie has taken the opposite approach, offering more care, higher quality, and a more human touch, as opposed to a machine-like approach. Our model works, and our strategy is to elevate it.

So what is your added value compared to AI?

The long-term transformation of the client, by being by their side at every moment of their life, accompanying them on their journey to a better life. This is the most complex part, because it means being present with expertise, a hub, or a clinic not far from where they live. Diagnosis, intervention, and follow-up are the three stages of our expertise.

In terms of potential competition, who are the major players currently entering the longevity business?

The Mayo Clinic-type hospitality sector, the big tech groups, but also the major players in nutrition and cosmetics, but they all lack knowledge and expertise in one or other of the areas that need to be mastered, ranging from health and technology to hospitality and experience.

Is longevity reserved for the rich?

No, and I'll explain why. Ten years ago, we were facing a problem of overpopulation. Today, it's the opposite. However, GDP can only grow through productivity and population growth. We are therefore doomed to live better and longer. On average, governments invest only 4% in preventive medicine; health policies need to change for everyone. I dream of creating much more accessible longevity programs, but this cannot be done under the La Clinique La Prairie brand. We are currently in discussions with the board of directors. In 15 years, there will be an additional billion people aged 65 and over on the planet. But despite this, I believe we are witnessing a longevity super-bubble, which will eventually burst. Only then will new, healthy, and solid growth in the sector be possible. But that doesn't prevent innovation from accelerating, on the contrary. Without believing in eternal life, the eternal chimera, many new and very interesting trends in longevity are emerging!