Richard Thompson on Inclusive Travel: The $740 Billion Market Hotels Overlook

“Architects create accessibility... but people create inclusivity.”

Richard Thompson has spent nearly three decades reframing “accessible travel” into something bigger and more powerful: inclusivity that’s woven into service, culture, and design. After a life-changing spinal injury he moved from traditional travel into creating accessible experiences—a niche that barely existed in 1997 when he launched his first tour operator, Accessible Travel & Leisure. Since then, he’s recognized that the greatest opportunity lies in the luxury sector, where space, service, and sensitivity already have a head start.

In 2022, he founded Inclu Group, now partnering with hotels like Pan Pacific London and resorts such as Amilla Maldives, among others, to make travel genuinely inclusive for guests with a wide range of disabilities—from mobility and hearing to visual, sensory, and neurodiverse needs. His message to hoteliers is simple: the market is vast, the ethical case is clear, and the operational how now exists.

For his unwavering dedication to making travel inclusive for all, Richard is our Mr. October. We caught up with our Male Ally of the Month to talk about what inspired his mission and how he’s helping luxury hospitality open its doors... to everyone.

You’ve been pioneering accessible travel since the late ’90s, long before it was widely discussed. What first sparked your passion for making travel accessible to all?

I’d already worked a decade in travel when I broke my neck whilst working in the French Alps. After surgery in Grenoble and months in a UK spinal unit, I came out seeing both life and the industry differently. I went looking for how a disabled consumer could actually travel... and found almost nothing. You either went on a charity group trip or used a tiny “disability specialist” operator. I knew we could do better.

You’ve founded and led several ventures centered on inclusion, from Accessible Travel & Leisure to Inclu Group. What keeps you motivated after all these years?

The gap between what’s possible and what’s practiced and the vision still to be fully realised. The built environment has improved thanks to legislation, but that’s only about 20% of the experience. The other 80% is service, sensitivity, and detail. Luxury already does those well, which is why I moved into this space... establish best practice at the top and let it cascade down.

How have attitudes toward accessibility evolved since you started, and what barriers still frustrate you?

Progress on buildings, yes. But mindsets lag. Many leaders still conflate disability with illness or “problems” and fear getting it wrong. The market is enormous—one in six people globally has a disability, with a combined spending power of around $13 trillion. Studies show that disabled travelers stay longer, spend more, and tell more people. Yet hotels hide accessible rooms, provide little usable information, and treat those rooms as “toxic stock.” It’s a huge missed opportunity for brands that want to build loyalty among disabled guests and their traveling companions.

The market is enormous—one in six people globally has a disability, with a combined spending power of around $13 trillion. Studies show that disabled travelers stay longer, spend more, and tell more people.

Tell us about Inclu Group—what inspired it, and what impact are you seeing?

Explaining the “why” wasn’t enough... we needed to show “how.” Our IncluCare program takes any hotel from where it is to where it needs to be within months—no heavy capex, just smart process and education. We start with an Inclusive Hospitality Appraisal, deliver verified training, and introduce clear standards such as vibrating alarms for deaf guests or pool and spa access strategies. Architects create accessibility, but our teams create inclusivity. The combination of both is what we’re building.

You’ve collaborated with Pan Pacific London, which is championing inclusive luxury. How do you move a hotel beyond “accessible rooms” to truly inclusive experiences?

Start with truth-telling and data. Pan Pacific London has the highest number of accessible rooms in the city—28 in total, including two with ceiling hoists that are rare in luxury. The challenge wasn’t the product, it was visibility and confidence. We ran “Freshers” sessions with 40 department heads at the hotel, then rolled out structured training across every team, from revenue to F&B, so everyone understands the why and knows the how. Their eagerness to get it right has opened many doors... literally and figuratively.

What innovative practices are you seeing that hotels should note?

Small things make a big difference: deployable vibrating alarms for deaf guests in any room category; pool and beach access solutions; dysphagia-friendly dining (for guests with swallowing difficulties and other disabilities); and sensory experiences for neurodivergent travelers. It’s remarkable how few hotels can answer basic accessibility questions on demand, yet these are simple, high-impact opportunities to better serve disabled guests.

What’s still holding the industry back—is it cost, awareness, or mindset?

All three, but mostly the ‘fear’ mindset. Leadership is the missing link. This can’t be delegated to middle management. Brands must recognize inclusivity as both a moral obligation and a growth strategy. Ignoring it isn’t just risky... it’s outdated.

How does technology fit into the future of inclusive travel?

Assistive tech helps, but travel for people with disabilities is still a person-to-person business. Technology should support, not replace, that connection. It can’t replicate empathy, awareness, or service in real time.

The water is for everyone at Amilla Maldives

Accessibility often intersects with sustainability and wellness. How do these trends connect for you?

We’ve moved from “accessibility” to “inclusivity,” because it’s about experience. Sustainability matters, but guests can’t prioritize it if they can’t get through the door. Building a sustainable culture of inclusivity ensures progress survives staff turnover... it becomes part of the DNA.

You’ve spent time consulting across the hospitality sector. What’s your message to hotel leaders who want to do better but don’t know where to start?

This is about shining not shaming. Start small but start now. Audit honestly. Train everyone. Publish usable information. Empower staff to solve issues in real time. Think of inclusivity as a revenue driver, not a compliance box. Your guests will become your best advocates.

As our “Male Ally of the Month,” what does allyship mean to you in the context of inclusion?

Because we can, we must. Change happens one property and one person at a time. Do the micro well, and it scales to macro. That’s what happened at Amilla Maldives... one island’s commitment influenced national policy, airport accessibility, and even airline operations.

Quickfire with Richard

First hotel that truly impressed you for inclusivity? Amilla Maldives. They leaned in from day one, training staff across every department, creating sensory experiences, and becoming the world’s first dysphagia-friendly resort (for guests with swallowing difficulties and other disabilities).

A destination that gets more right than people expect? Bali—when you join the dots, the full ecosystem is there.

One myth you wish would disappear? That inclusivity is niche, difficult, or bad for luxury branding.

Travel must-have? Solutions that can be deployed in any room so no guest is ever excluded.

Best advice to the industry right now? Build the culture first... the rest follows.