For properties and portfolios
We are looking for unique padel homes and partners to work with.
Together we're building a new category, and a client base to match it.
A private padel court has moved from amenity to asset.
The people who play padel are already your guests. Groups of four to eight, travelling together, booking the whole property. What has changed is how they choose: a private court on site is now the first thing they search for, and the thing that decides between two properties that are otherwise equal. Google Keyword Planner records year-on-year growth of +143% for "padel villa" and +250% for "padel villa Spain".
The scale is not arguable. The 2026 Playtomic Global Padel Report, produced with PwC's Strategy& division, counts 58,334 courts and 19.4 million active players, with nearly 8,000 built in 2025 alone and roughly 91,000 forecast by 2028.1 Spain and Sweden have proven the model at scale. The US and UK are still early, which is where the highest returns are still to be captured.
The people who play padel are the clientele every portfolio wants.
The sport's commercial gravity sits at the top of the market: operators like Padel Haus report core memberships above $150,000 household income, with corporate bookings a meaningful share of their revenue.2 Reserve Padel has anchored members’ clubs in the Miami Design District and Hudson Yards. Louis Vuitton sells a padel racket; Chanel and Prada followed. In South Africa, about half of all players sit in the wealthiest 5% of households.
Our own targeting sharpens this further: frequent international travellers with high spend in premium apparel, the intersection where a padel week abroad is not a stretch purchase but a natural one.
This is not a niche finding a market. It is the market, finding its sport.
One complete week. Nothing to arrange.
A unique property with its own court · a concierge · a driver · a chef · a coach. One week, one group, one point of contact. That is the Padel Hideaways formula.
Each part is easy to find on its own. All of it on one property, almost never. That gap is the demand we're building, and closing it is a different job from running a portfolio: the property is your business, and the week around it is ours.
Who provides each part is a separate question. Where a property runs its own drivers, chef and team, we work with the people who are there. Where it does not, we bring them in. The coaching is the part almost no property carries, and the part we bring or help you place. Either way the week is sold as one thing rather than five.
- HideawayIncluded
- ConciergeOn request
- DriverOn request
- ChefOn request
- CoachOn request
Villas in our collection are not abundant.
The scarcity is in the villa itself: the quality, the location, the court, the facilities. There simply aren't many.
We add to it slowly, and by exception: a small circle, kept deliberately close.
Your client. Your invoice. Your brand.
We shape the engagement to the partner, not the other way round:
Where you run the ground, we stay off it. Your team remains the point of contact and issues the client invoice, with your own suppliers and standards. Padel Hideaways sits underneath your brand as the expert layer: the player demand we generate, court programming, and coaching where you want it placed.
Where a property has no team of its own, we bring one. Transport, staffing, chefs, coaching, handed back as a finished week. That is the load we carry across Portugal and South Africa for the properties that want it carried.
Whatever the mix, the protocol holds: client ownership is preserved, booking channels are respected, and no administrative friction crosses the line.
Nothing goes public on our say-so, only on yours. You approve the words and the photographs before anything is published, and a property can sit in the collection unlisted for as long as you want it to. Positioning is the part of this you should be slowest about, and nothing here needs you to hurry it.
We market villas the way modern sports brands market themselves.
A collection has to speak to every kind of traveller, because it sells every kind of week. We only have to reach one: a precise niche, the people who play, with editorial photography and short-form video, built villa by villa. Reaching them well turns on one thing: good visual assets of the court and the villa. First prize is the imagery a home already has: an owner's or partner's own photography and film plug straight into our funnels. And where the court hasn't been shot yet, we're glad to shoot it ourselves. The homes that share strong assets with us are the homes we can market hardest.
The same holds for availability. Where a partner shares a live calendar, we can answer a group while the enthusiasm is still warm: no email chains, no lost days. Strong assets bring the right guests in; live availability turns them into booked weeks.
Enquiries land in our own CRM, not a spreadsheet. Every campaign, page view and enquiry is tracked against the villa it belongs to: demand we can see, hold, and direct.
The niche is not one audience either. Each kind of group comes for its own reason, so each gets its own landing page and its own funnel. We pick the segments nobody is bidding against us for yet, which is how the acquisition cost stays where it is while the obvious terms get more expensive. That work is not on the public site, and it is where the next year of demand comes from.
Create intense demand for peak, then carry it through the year.
We concentrate demand on the peak playing months first, whichever they are in that market: July and August in Europe, December and January in South Africa. As those weeks fill, behaviour-triggered flows route it into the shoulder and off season, lifting rates across the whole calendar rather than the two or three months everyone is already competing for.
The steering is built into the product. Every villa’s trip plan sets peak and shoulder rates side by side with average temperature and sun hours for each month, so a traveller comparing weeks can see for themselves that May in the Algarve is courtside weather at a shoulder rate. The quieter months make their own case; the trip plan puts the evidence in front of the guest.
A new category is still finding its price. We intend to set it.
The investment behind the sport is diligenced: Playtomic, its dominant booking platform, backed by GP Bullhound and FJ Labs, reported €346 million in transactions in 2024, up 51% year on year.3
A villa with its own court, a chef, a driver, a concierge and a coach, sold as one week, is an emerging product still benchmarked as if it were only a villa, because that's the only comparison the market has had. We are running the price discovery to change that, and the properties we work with get the full benefit of it: the demand we build, and the market intelligence we gather building it.
The demand we build is never for one villa alone. The group that plays Comporta in June is asking, by the last morning, where they play next: the Algarve in October, Franschhoek in February. Every villa that joins gives every guest a new reason to return, and every guest a new villa to find. That cycle compounds season after season, and it is only beginning.
What people say afterwards
- Playtomic Global Padel Report 2026, produced with PwC Strategy& · 58,334 courts, 19.4 million players, nearly 8,000 courts built in 2025, roughly 91,000 forecast by 2028 · International Padel Federation counts higher, approximately 77,000 courts and over 30 million players, on a different methodology · Search growth: Google Keyword Planner, year on year, retrieved August 2026.
- Operator analyses and press reporting · Padel Haus membership profile · Reserve Padel, Miami Design District and Hudson Yards · Business of Fashion on the fashion houses entering the sport · Premier Padel on the Qatar Airways title sponsorship · South African affluence: BrandMapp.
- Playtomic company investor reporting, 2024 to 2025 funding rounds led by GP Bullhound.