Interview with Rodrigo Gamboa, CEO Simpson Bay Resort (SBR), Sint Maarten

06 Jul Interview with Rodrigo Gamboa, CEO Simpson Bay Resort (SBR), Sint Maarten

What do you see as the main reasons behind the recent surge in North American travelers choosing Sint Maarten as their next destination?

At the heart of it are the people and the culture. Sint Maarten offers something that today’s travelers are truly looking for: a warm, genuine welcome and a cultural mix that feels both international and deeply Caribbean, as one island shared by two nations, Dutch and French, it blends a touch of European influence with a Caribbean style. The island has everything: great weather year-round, blue waters, white-sand beaches, music and food that make Sint Maarten a true world-class culinary destination with an unmistakable, lively vibe.

During the pandemic, the Caribbean performed exceptionally well. Thanks to the climate, people could enjoy outdoor activities all year round, and while global tourism declined, the region actually rebounded with positive numbers. Today, Sint Maarten is experiencing a strong upward trend.

At Simpson Bay Resort, Marina & Spa, we market two distinct experiences: The Villas at Simpson Bay — our most upscale product — and Simpson Bay Resort. Major international brands are also strengthening the island’s appeal. The arrival of the JW Marriott and Hilton’s acquisition of the former Diamond property have increased visibility in the U.S. market. These investments by well-known American brands have benefited the entire island, including us.

How do upcoming projects such as the Vie L’Ven development signal a shift in Sint Maarten’s tourism market toward high-end luxury stays and branded resort travel?

Sint Maarten has always had a touch of luxury and these new projects will enhance the high-end offerings already on the island. They help restore the island’s traditional glamour and strengthen its position as a premium destination. We welcome new investors. Our property covers about seven acres, with significant undeveloped land. In discussions with our shareholders, we are already planning mid-term investments to complement our current product and add an even more luxurious offering.

Simpson Bay Resort has evolved through multiple transitions while holding a prime position just minutes from Princess Juliana Airport. Its strong time-share foundation has played a central role in building long-term stability and guest loyalty. Can you give LA Times readers a brief overview of Simpson Bay Resort’s history and its current standing as one of Sint Maarten’s leading hospitality brands?

What sets us apart is our service. For us, service is essential. We treat every guest with individual care from the moment they show interest. Our call center and our local team in Sint Maarten are always available to address every need, offering tailored assistance, from a single room reservation to a special event like a wedding. We offer multiple venues, including a ballroom that seats 200 for banquets or 250 in an auditorium setup, which makes us a strong option for groups and events. Service is just the beginning. We are flexible, especially with food and beverage. Our dedicated F&B team customizes menus and experiences and if we don’t have something in-house, we source it. It is part of our DNA to make things happen for our guests. At the same time, we offer a seamless digital experience. Guests can book online, through our website or online travel agencies in just a couple of clicks — no human interaction required.

What major achievements in recent years best capture the resort’s momentum, including any notable awards or recognitions?

When our current shareholders acquired the property and rebranded it as Simpson Bay Resort, Marina andSpa, we began a full transformation. Starting in 2012, we launched a five-year renovation plan to evolve from a traditional timeshare into a modern hotel-style destination. We went from one restaurant and a few bars to five restaurants, a lobby coffee shop, multiple bars and a wide range of new amenities. Along the way, we have made a significant reinvestment in the property and the response has been overwhelmingly positive, with guests and visitors warmly embracing the evolution of the resort.

We continue to invest in the resort. Last year, we upgraded lobby furniture and refreshed the entrance — focused on constant improvements and investment throughout the property. As an example, around the pool areas, we added cabana-style lounges and daybeds that guests love. After completing the major renovation, we also maximized all unused spaces. Today, every available retail area is occupied, either by one of our own outlets or by third-party partners, which adds value to the guest experience.

Over the past three years, we consistently exceeded our budget. In 2023, we closed 2% above projections. In 2024, after major investments and the post-pandemic rebound, we grew 34% instead of the 10% we forecasted. In 2025, we are already 3% above our 7% growth projection and with strong results in November and December, we expect to finish around 12–13%, well above budget. One of the keys to this success is our focus on exposure and distribution. In the past five years, we have expanded our presence at trade shows, strengthened relationships with wholesalers and retailers and increased our travel agency connections from just a few to almost 20. Technology and local partnerships have also helped us enhance our website and boost direct bookings. It has been a lot of work, but the results have been very rewarding.

How is the resort adopting new digital tools and technologies to enhance guest experience and efficiency both internally and externally?

About six months ago, we introduced artificial intelligence into our reservations process. Our call center doesn’t operate 24 hours, so we created our own AI reservation agent, named “Max”. After 10 p.m., Max answers calls and can handle almost the entire booking process with just one phone call like you were talking to a human. This technology has already helped increase our reservations. We are also enhancing our mobile apps. Today, guests expect to manage everything from their phone, so we are developing an app that supports the entire journey — before arrival, during the stay and after checkout. From services to invoices, everything will be available in the palm of your hand.

In April, Simpson Bay Resort hosted a welcoming party for SMART 2025. What were the standout moments from this flagship trade show and why does the event matter for the island’s tourism sector?

Sint Maarten is a major hub in the region and SMART is essential for showcasing the island. I attend the Caribbean Hotel & Tourism Association (CHTA) conference every year and many of the key tourism partners who attend CHTA also attend SMART. SMART provides enormous value to the island of St. Maarten. It supports not only large resorts and businesses, but also smaller companies that cannot afford to travel to trade shows abroad.

SMART also allows many people to connect and provides an opportunity for buyers and industry partners to truly experience Sint Maarten. For us, it was a pleasure to showcase our resort. It’s one thing to talk about the island, but it’s completely different when visitors can see and experience firsthand what Sint Maarten and Simpson Bay Resort, Marina and Spa have to offer.

Simpson Bay Resort is a major generator of local employment and skills development, including partnerships on job fairs and a new food and beverage training center. How has Simpson Bay Resort strengthened its economic impact through job creation, workforce training and long-term local career opportunities?

We love hiring local talent. While we are fortunate to have many long-tenured, highly experienced team members, new staff require ongoing training and development. Everyone we hire goes through our service training — not just the technical skills, but the culture we want to share with the world. It matches the natural warmth of Caribbean people: big smiles, genuine care and always putting the guest first.

Our culture also emphasizes respect — toward guests, coworkers, vendors — and cleanliness. A simple rule guides us: if you can lean, you can clean. Everyone helps keep the property immaculate. As we expanded to our fifth restaurant, we saw a major need for proper training in food and beverage — for both locals and foreigners already on the island. We created our own F&B training school and partnered with the government so locals could join, even when we didn’t have open positions. Many stayed with us; others found better opportunities thanks to the skills they gained. It has been a successful and rewarding partnership for everyone.

How is the resort positioning itself as a sustainability leader and which eco-focused initiatives are guiding its future development?

We are not an ecotourism resort — the property was built in the 1980s, so transforming it completely would be a major challenge. However, we have made significant upgrades to reduce our carbon footprint. Most rooms use vacuum toilets, which save large amounts of water and many rooms have solar water heaters, taking advantage of the island’s year-round climate. We also operate our own reverse osmosis water plant, so we don’t depend on the island’s water supply and reduce the strain on local resources. In recent years, we have eliminated plastic bags and styrofoam in our food and beverage operations, switching entirely to recycled materials.

Sustainability continues to be an important focus for us. We are actively exploring additional initiatives, particularly in recycling, while remaining aligned with the island’s broader environmental efforts. Our goal is to keep improving and make the resort as low-impact as possible.

Sint Maarten enjoys strong U.S. visitor numbers thanks to its connectivity, familiar culture and investor-friendly environment. However, the West Coast remains a highly underdeveloped market for Sint Maarten, with plenty of space for strategic outreach. From your perspective, what makes Sint Maarten especially appealing to Californians and other North American travelers compared to competing Caribbean destinations?

For travelers from the U.S. West Coast, the trip to Sint Maarten is long but absolutely worth it. The island offers an incredible variety of experiences. I lived in Sint Maarten for five years and even then, I often felt like a tourist: The Caribbean culture, music, food and world-class culinary experiences makes Sint Maarten unique. There is so much to do, from beautiful beaches, zip lining with amazing views, boat trips and countless activities that easily fill your adventurous appetites, Sint Maarten has it all.

Sint Maarten is also the perfect hub for visiting nearby islands. Anguilla is just 20 minutes away by boat and St. Barts about 45 minutes. Our resort marina provides private and public charters to all neighboring islands. The island itself has 37 beaches, each with different sand, colors and ocean views. Pinel Island, only two kilometers offshore, is a small paradise with a stunning sandbar— a must see for a perfect picture scenery of the Caribbean.You also have famous beaches like Orient Beach and Mullet Bay, lined with restaurants and clubs.

Beyond beaches, visitors can enjoy golf, hiking or a ride through the rainforest to the top of the mountain for spectacular views. For hikers, there is Loterie Farm, a private nature reserve and Paradise Peak, the island’s highest point. Add to that a duty free destination which makes a vibrant shopping experience from luxury brands to chic boutiques and local markets. There is something for every type of traveler.

How important is the US market for SBR and what marketing strategies are you using to raise visibility in key U.S. markets, including California and the West Coast?

The U.S. market has always been our main pillar. We transitioned from a timeshare resort into a modern, hotel-style destination with a stronger focus on experience, dining and guest services, while continuing to thoughtfully serve both our hotel guests and our longstanding timeshare owners. For many years, the entire U.S. market — not just one region — has been essential to us. Today, our official website and major travel agencies offer very attractive packages that combine flights and hotel stays, often at discounted rates. This makes visiting Sint Maarten appealing even for long-haul travelers from the West Coast. Thanks to excellent U.S. connectivity — with direct flights from Miami, Fort Lauderdale, Atlanta, Charlotte, New York and Boston — travelers from cities like Los Angeles can reach the island easily through East Coast hubs.

As CEO, you are recognized as a leading figure in property and resort development, having guided Simpson Bay Resort through continuous upgrades and new dining and leisure concepts. What are your current top priorities as CEO and how do you envision Simpson Bay Resort contributing to Sint Maarten’s broader tourism evolution?

Right now, one major milestone is being achieved: after working closely with nearby hotels, local businesses and the government of Sint Maarten, the road leading to our resort — and several others in the area — is finally being repaired. This was one of my key priorities for this year.

Looking ahead, we will continue upgrading the resort and surrounding areas to ensure we remain competitive. Units last refurbished in 2017 are scheduled for upgrades and we are planning mid-term investments in new buildings to expand capacity. Demand is growing and the future looks strong. Our focus is on adding upscale, intimate accommodations such as villas with swim-up pools designed for the modern traveler seeking a more luxurious experience.

Simpson Bay Resort, Marina & Spa welcomes you with open arms. The warmth of the Caribbean people and culture will make you feel at home and want to return. We promise unforgettable moments and memories to cherish for a lifetime. Paradise awaits you.