Delivery models and client demands continue to evolve in the area that can be loosely called concierge. This news service casts a look at the terrain.

Booking a flight? Looking at that dream luxury beach house holiday? Need help ensuring that you’ve got medical care if there’s an emergency? 

The answer to all these questions and more falls in some ways under the theme of “protecting the client” but goes beyond it in certain ways. It is about how the wealth of HNW and UHNW clients is put to work for enjoyment, safety and wellbeing. 

Welcome to the concierge sector. 

“We are seeing a shift towards more flexible delivery models. Some firms continue to offer in-house concierge capabilities, but many are partnering with specialist providers or acting as coordinators rather than direct service providers,” Zara Campbell – director, private client, Hawksford, told this news service in an interview. She is based in Jersey.

“For family offices, there is also a growing trend towards outsourcing elements of concierge to trusted third parties, while retaining oversight and control. This reflects both the increasing breadth of client needs and the importance of offering best-in-class expertise across different areas, rather than trying to deliver everything internally,” Campbell said. 

Campbell said concierge is not offered as a stand-alone service but forms part of the firm’s broader family office proposition

The sector comes in a variety of guises. Among the stand-alone concierge services firms operating are Quintessentially – in business for the past 25 years and headquartered in London; John Paul Group (headquartered in Paris); The Sincura Group (Henley-on-Thames, to the west of London), and Aspire Lifestyles (Alexandria, Virginia). Meanwhile, banks may provide concierge to their wealthier clients as a way of fostering loyalty and showing added value. Advisory and private client firms can also offer such capabilities, or connect clients to specialists. Tapestry Associates, based in the US, is another; it won the Concierge/Specialist Service Firm category at the annual Family Wealth Report awards in May.

“Demand is rising broadly because families now expect their wealth manager to help solve real-life complexity alongside financial strategy,” Emily Margolis, head of lifestyle services at the family office practice of JP Morgan Private Bank, told this news service in an interview. “In the US, I most often see demand accelerate around major inflection points such as selling a business, relocating, retirement planning, or big family milestones because those moments create immediate operational pressure and surface new priorities.”

“I also see strong pull from next-generation family members, who tend to expect faster responsiveness, more modern operating models, and are often more open to selective outsourcing. At the same time, the simplest transactional requests, such as basic bookings and routine coordination, tend to be less time-intensive than they were a few years ago because of technology advancements,” Margolis said. 

This is a global phenomenon. At Citigroup, its Citigold Private Client offering provides curated lifestyle privileges, exclusive wealth and lifestyle event invitations. In Asia, UOB Private Bank runs a dedicated concierge line, which has a "Lifestyle Privileges" programme covering exclusive restaurant access, bespoke luxury travel arranged through UOB Travel, and card-linked perks such as up to 250,000 welcome bonus air miles and complimentary golf rounds at Sentosa Golf Club or Tanah Merah Country Club. Fellow Singaporean bank DBS Private Bank offers a "Lifestyle Privileges Programme" for its UHNW clients, which includes a private access lounge and limousine service. Turning to Switzerland's largest bank, UBS, and a wealth management heavyweight, it offers two main concierge services: a Wealth Concierge for day-to-day administrative and lifestyle needs, and an exclusive, travel-focused Visa Concierge for cardholders.

The scale of the business
The formally-defined concierge services market – spanning corporate, hospitality and personal offerings – was valued at around $773 million in 2025 and $823 million in 2026. It is projected to reach roughly $1.38 billion by 2033, a compound annual growth rate (CAGR) of about 7.6 per cent, according to Grand View Research.

If the market is narrowed to the luxury end, the sector is smaller but is growing at a faster clip: one estimate (market.us, January 2025) put the luxury concierge segment at $643.5 million in 2024, rising to nearly $1.5 billion by 2034 (a CAGR of 8.7 per cent). These figures, however, capture only firms explicitly selling "concierge" as a product. The wider lifestyle-management economy – private aviation, branded residences, concierge medicine and VIP sports and entertainment access – is worth many tens of billions of dollars.

Beyond lifestyle
“Today, 'concierge’ in a family office context goes far beyond lifestyle assistance. It increasingly refers to a highly personalised coordination service that sits alongside core fiduciary and governance support,” Campbell said. “The concept has evolved from transactional support into something much more strategic and relationship led. As clients’ affairs have increasingly become more global and interconnected, concierge services are no longer standalone. They are integrated into a broader, holistic offering that prioritises discretion, continuity and long-term trust.”

Her colleague, Aimee Moyse, manager, private client, pointed to the range of services that “concierge” captures. “This includes areas such as relocation, immigration coordination, education and healthcare arrangements, and the day-to-day management of family residences or assets. Alongside this, more traditional services such as travel, events and hospitality remain important, but are typically just one component of a broader service model.”

“The concept has evolved from transactional support into something much more strategic and relationship led. As clients’ affairs have increasingly become more global and interconnected, concierge services are no longer standalone. They are integrated into a broader, holistic offering that prioritises discretion, continuity and long-term trust,” Campbell said. 

Part of the reason why banks and other professional services firms may offer concierge services is because it can emphasize the “white glove” aspects of the job – part of the added-value element that goes beyond managing money and tax.



JP Morgan’s Margolis puts detail on these points. 

“This [concierge] has been a focus for the bank for a long time in the sense that advising families has never been only about markets and portfolios – it’s also about helping them navigate the real-world complexity that comes with wealth,” she said. “What’s changed in recent years is that client expectations have shifted towards more holistic support, and we’ve responded by formalising and centralising that work so we can meet clients where they are and make their lives simpler.

“The value is that it deepens and stabilises relationships. When we help clients reduce friction, navigate life events, and coordinate across the broader ecosystem around them, including family office staff, executive assistants, and other advisors, we become a more consistent partner. That strengthens trust, increases loyalty, and makes the relationship more resilient over time,” she said. 

“Concierge services play an important role in deepening client relationships by embedding the provider into the day-to-day realities of the family’s life,” Hawksford’s Moyse said. “Rather than acting solely as a service provider, we become a trusted extension of our clients’ families, offering consistent, discreet support across both personal and financial matters.”

Fees and charges
This news service asked JP Morgan’s Margolis about how the bank charges for concierge.

“Our model is centred on connection and coordination by introducing clients to third-party providers we have evaluated. There is no additional concierge fee from JP Morgan to use our lifestyle services. The fee structures depend on the third-party service being used rather than a single one-size-fits-all concierge fee. When families ask about cost, we typically focus on transparency around provider pricing and making sure the solution fits the family’s needs and operating model,” she said. 

One of the purposes of a private bank and client advisory service, arguably, is to simplify the complex lives of clients.

“The constraints for many families are time, complexity, and the cost of distraction. As technology and AI improve, more execution may be automated, including routine payments workflows and travel bookings,” Margolis said. “Families will continue to value human judgment, discretion, and curated access to specialists for nuanced needs. That is where the differentiation sits: understanding the intent behind a request, asking the right questions upfront, and connecting clients to experienced resources quickly and appropriately.”

What’s hot
Sectors such as property show striking growth in places. The clearest property growth story has been in the Gulf, where branded residences – homes marketed under a hotel or luxury-brand name and typically requiring dedicated concierge and property-management services – are a strong area. Dubai recorded a 26 per cent year-on-year rise in branded-residence transaction volumes in the first nine months of 2025, with sales value up 51 per cent to nearly AED50 billion ($13.61 billion); buyers there pay roughly a 64 per cent premium over comparable non-branded homes( Source: CBRE's UAE Branded Residences Report 2025.) 

Private aviation – a sector recently covered by this publication here – is a major part of the concierge business. The global private-jet-charter market was valued at about $16.4 billion in 2025, rising to $17.7 billion in 2026 and a projected $25.8 billion by 2031 (CAGR 7.9 per cent), with North America alone accounting for roughly 82 per cent of revenue (source: Mordor Intelligence.)

Europe is important even though energy costs have been a problem. The APAC picture is mixed. There is double-digit business-jet traffic growth in some manufacturing hubs offset by regulatory tightening in China, even as outbound leisure travel among wealthy Chinese and Indian clients keeps rising. 

Layered on top of the shiny aviation hardware is the narrower "luxury travel concierge" services market itself – itinerary planning, access to sold-out hotels and experiences.

There is strong growth in areas such as concierge medicine – retainer-based access to physicians, diagnostics and preventive care. This sector was valued at about $24.6 billion globally in 2026, projected to reach $38 billion by 2031 (source: Mordor Intelligence). North America dominates this year and more practices are entering the fray. APAC is growing the fastest as HNW clients in China, India and South-East Asia seek care.

Examples include Black Bag in the US, HCA Healthcare Centre in the UK, and Singapore Medical Group in Singapore.

Sports hospitality and event access is a standout performer: a roughly $53.3 billion global market in 2026, growing at close to 15.5 per cent a year towards a projected $169 billion by 2034 (source: Fortress Business Insights). Europe leads with just under 40 per cent of that market, on the back of football, Formula 1, Wimbledon and golf majors, with North America close behind at around 29 per cent (the Super Bowl, NBA Finals, the Masters); Asia-Pacific holds a growing 21 per cent share driven by cricket and motorsport – think of the Singapore Grand Prix, held in September. Although the Middle East and Africa still account for only around 4.5 per cent of global sports-hospitality revenue, the Gulf's aggressive sports-investment strategy – Saudi-backed golf, boxing, Formula 1 and football – means it is growing fast from a small base.

Limits
Banks and other firms have expanded concierge offerings, but there are limits to consider, JP Morgan's Margolis said.

“Concierge-style support should simplify a client’s life, but it shouldn’t blur into areas where we’re not the right party to be involved, where privacy or conflict considerations apply, or where a request falls outside what we can do safely, consistently, and in a way that aligns with our controls. In practice that means we keep tight boundaries, we’re transparent about what we can and can’t do, and we focus on services that are repeatable and genuinely additive to the wealth relationship,” she said. 

On the question of outsourced specialists versus in-house, there are real tradeoffs, Margolis continued. 

“In-house tends to be best when the need is core to the client experience, requires deep integration with the advisory team, benefits from consistency, or involves sensitive coordination where we want a single accountable operating model. The upside is tighter quality control and a more seamless client experience; the challenge is higher fixed cost and the need to build and maintain expertise across multiple domains.

“Outsourced tends to be best when the need is highly specialised or episodic, or when needs change quickly – conditions where external providers can offer deeper expertise or broader coverage. The upside is flexibility and variable cost; the challenge is that vendor quality, the client experience, and risk have to be managed deliberately. That’s why we use vetted providers and set clear standards around service levels and escalation,” she concluded.