For companies, and the people who work in them
The offsite your people need
is not a conference in a warmer country.
A week where the food, the light, the movement and the sleep are all handled, built around your team rather than around a meeting room. We design it and we run every hour of it.
Why a week, and why this one
Companies do not have a shortage of offsites. They have a shortage of weeks that change anything after the flight home.
The room was never the problem
Your people do not need another day of slides in a different city. What they are short of is sleep, daylight, movement and uninterrupted attention, and no agenda fixes those. A week where all four are handled is the only intervention that still works on someone tired in a way a weekend cannot reach.
Seven nights is the shortest week that works
The first two nights are catching up. The change happens in the ones after. That is why a two-day offsite feels good on the Sunday and has vanished by the Wednesday, and why we do not sell one.
Hierarchy goes quiet at the third dinner
People who have shared a long walk and a long table stop performing at each other. It is worth more to a team than any facilitated exercise, and it cannot be scheduled. It can only be made likely, which is a question of how the days are built.
What survives the return is the point
A trip is a memory; a protocol is a habit. We build the week so the sleeping, moving and eating have a chance of surviving the flight home, and we say plainly which parts will not.
What the days actually look like
Not a bootcamp and not a spa holiday. Work in the morning if there is work, terrain in the afternoon, and a middle of the day that belongs to nobody.
Morning
Movement before the heat, then the working session if the week has one. Minds are usable at nine in a way they are not at four, and we build the schedule around that rather than against it.
Midday
A long lunch and nothing asked of anyone until late afternoon. Most people sleep. It is the first thing every corporate agenda deletes and the part your team will describe when they get back.
Afternoon
Terrain. Walking, surfing, riding, hammam, cold water, breathwork. Chosen for the group in front of us rather than from a list of activities.
Evening
One long table, food from the cooperatives we buy it from, and no screens. This is where the week does the thing you cannot put on a slide.
Where a week can land
The right city depends on where your team flies from and what the week is meant to do. We build in all of these, and we will tell you which one is wrong for you.
Marrakech and the Atlas
The easiest arrival, the medina, and a mountain pass an hour away. Where a first company week usually lands, and the base for the desert.
Casablanca
The business capital, and the only Moroccan city with nonstop flights from New York, Washington and Miami. About seven hours from JFK, which for a US team is the shortest distance between the office and the Atlantic.
Rabat
Administrative capital, coastal, and almost free of tourism. The quietest of the options, and the one to choose when the week is genuinely a working week.
Tangier
The strait, with Spain visible across it. The closest point to Europe and a short hop for a team flying from Madrid, Paris or Milan.
Essaouira
A fortified medina, wind, and the Atlantic. Two and a half hours from Marrakech, and the easiest place we know to slow a group down.
Taghazout
Surf, long beaches and cold water in January. The one that gets a team outdoors by nine without anyone having to ask.
Dakhla
A lagoon between desert and ocean in the far south, and the most committed choice on this list. It is a longer journey and it changes people more.
The Sahara
Our own camp in Erg Chigaga, sixty kilometres of piste beyond the last paved road, with no other group on it. Late September to early June: the camp does not open in July or August.
Eight to twenty, and what happens above that
A wellness week runs from eight to twenty people. That is not a logistics ceiling. It is the size at which a week still does what it is meant to do: above twenty, a reset quietly becomes a conference, and the part that matters is the part that disappears first.
For larger companies we run the same week as successive cohorts across a season rather than as one large event. It is slower than putting two hundred people in a room, and it is the only version that produces the outcome you are paying for. If what you actually want is a plenary for three hundred, we are the wrong supplier and will say so in the first call.
When the diary is the constraint
For founders, chief executives and boards, the obstacle is rarely the money. It is three clear days. There is a format built for exactly that: fly from Marrakech over the High Atlas, land at our camp in the erg, a night with nomads, and out by 4x4 through the Draa, Ait Ben Haddou, the Tichka pass and the Berber villages. Three days, and the following morning still works.
See the three-day executive format→What we handle, and where it stops
Ours, from the moment they land
Designing the week with you. Choosing and testing the places. Every transfer, vehicle and driver. The guides, the teachers and the practitioners. All meals. Meeting space when the week needs it. And whatever needs solving four hours from a road.
Not ours
International flights, travel insurance and visas belong to each traveller, and we say so rather than absorb a cost we cannot control. We are a ground operator in Morocco, not a travel agency.
What companies ask first
- Is this a wellness retreat or a corporate offsite?
- Both, and the order matters. It is a wellness week that a company can hold its working sessions inside, not a conference with a spa attached. If your week is mostly plenary, we are the wrong operator.
- How many people can you take?
- Eight to twenty on a single week. Larger companies run the same programme as successive cohorts across a season. We do not put two hundred people in one room, because the format stops working long before that number.
- What does it cost?
- Retreats are quoted per group and per date rather than per head, inclusive of accommodation, all meals, ground transfers, guides and the full programme. International flights are not included.
- Which city should we choose?
- It depends on where your team flies from and what the week is for. Casablanca for a US team, Tangier for a European one, Marrakech for a first outing, Rabat when the week is genuinely a working week, and the Atlantic or the Sahara when the point is to be somewhere nobody recognises.
- Can we hold working sessions during the week?
- Yes, in the mornings. We arrange the meeting space and the equipment. We will push back on afternoons: a group that sits indoors after lunch gets the worst of both a retreat and an offsite.
- What about people who do not want to exercise?
- Nothing is compulsory and nobody is made to perform in front of colleagues. Each day has a version that is a walk and a hammam. The point is rest and attention, not a fitness test in front of your manager.
- How far ahead do we need to plan?
- Eight to ten months for a specific week in high season, less outside it. The camps, guides and houses we use are committed earlier than most companies expect.
- When should we go?
- The desert runs late September to early June, because July and August are too hot in the Sahara for the camp to open. The Atlantic and the cities do not close, and coastal weeks work in summer.
- Do you handle dietary requirements and medical needs?
- Yes, and we ask for them in writing before anything is booked. We also give you, in writing, the drive time from each site to the nearest hospital and where mobile signal ends, because someone in your company will ask.
- Do you handle flights?
- No, deliberately. Each traveller books their own flight, insurance and visa. We are a licensed ground operator in Morocco, and the distinction is the difference between a licence we hold and one we do not.
Tell us about the team, not the venue.
How many people, roughly when, where they fly from, and what should be different about them in six months. We come back with a city, a format and a rate.
Start a conversation→No commitment and nothing to buy at this stage. If the season or the fit is wrong we will say so first.