The global dominance of a British firm in transforming airport lounge experiences is truly remarkable. But here’s where it gets controversial—while traveling has traditionally been associated with discomfort and long lines, this company is reshaping that reality entirely.
Imagine a world where you skip the stressful queues at busy airports, being chauffeured directly to an exclusive VIP lounge, and then escorted straight to your aircraft when it's time to depart. This starkly contrasts the common scene of passengers waiting in crowded terminals, fully booked lounges, or being turned away due to capacity issues.
At the extreme ends of the travel comfort spectrum lie these two experiences—yet both are now linked by a single powerful brand. That brand is Priority Pass, the largest global network of airport lounges, serving over 30 million members across roughly 1,800 locations worldwide. And recently, in September, it expanded its offerings with the introduction of Priority Pass Private, an elite sub-brand designed to elevate the luxury experience even further.
This launch signals a rapid growth phase for the lounge access industry—a sector pioneered three decades ago by British entrepreneur Colin Evans. He founded Collinson Group, a family-run UK company named after himself and his young sons Christopher and David. By now, Collinson is expected to surpass £2 billion in annual sales, an impressive milestone reflecting the booming demand for premium travel perks.
However, the industry isn’t without its challenges. As the popularity of airport lounges increases, many travelers—especially those using high-end credit cards—are expressing frustration over overcrowding, primarily at major airports in the US and UK. Andrew Harrison-Chinn, marketing head at rival company Dragonpass, openly admits, “We’re victims of our own success,” as more customers are turned away during peak times.
This moment marks a crucial turning point for airport lounges, which serve as more democratic alternatives to airline business and first-class cabins. As more travelers upgrade their experience, these lounges are becoming increasingly crowded. Christopher Evans, now 50 and leading Collinson’s international division, describes the lounges as “oases of calm”—a somewhat debatable claim in light of the overcrowding issues.
The introduction of Priority Pass Private aims to address this surge by offering access to ultra-exclusive facilities like private jet lounges and upscale VIP environments tailored for high-powered executives and wealthy clients of private banks, credit card companies, and luxury hotels. “There was a demand to elevate the experience,” Evans explains.
Equally important is the effort to mitigate frustrations faced by the broader customer base—the majority of revenue depends on them—and improve their lounge experience. Priority Pass has started alerting members when lounges are nearing capacity and encouraging pre-bookings for a fee. For families, options are available to divert their attention to airport restaurants through discounted meals, helping to ease congestion.
Evans believes that much of the current overcrowding stems from the post-COVID travel rebound and expects it to be temporary, describing it as a “short-term challenge” that they’re actively working to resolve. Nevertheless, airports like Heathrow, with limited space, face a tougher battle compared to newer Middle Eastern and Asian airports that have more room to accommodate travelers.
One obstacle in scaling capacity is that Priority Pass and Dragonpass predominantly rely on third-party operators to run their lounges. Dragonpass doesn’t own any lounges—it depends on partnerships with independent providers. Collinson has taken steps to increase flexibility by creating a division dedicated to designing, constructing, and managing lounges, though it currently oversees just 84 in the network.
As lounge networks grow more popular, they risk losing their allure and exclusivity. To counteract this, operators are constantly innovating—adding amenities like gyms, swimming pools (such as one in a Dominican Republic lounge), or quick access to security lines. Interestingly, despite concerns about diminishing exclusivity, many travelers still see lounge access as a vital luxury feature of premium credit cards and are reluctant to give it up.
This persistent demand means the industry continues to expand. Collinson reported an operating profit of £48 million on revenues of £1.5 billion in the fiscal year ending March. The larger the network becomes, the more difficult it is for competitors to match its scale. Dragonpass, established in 2015 through a merger of a Guangzhou-based lounge network and a UK travel services firm, remains Collinson’s main rival.
Founded in 1985 by Colin Evans through the acquisition of a travel benefits business, Collinson has diversified into insurance and other travel-related services besides Priority Pass. Colin Evans remains the sole owner and serves as the company's executive chair. His son David is the chief strategy officer. The company has chosen to stay private, with ambitions of becoming a multi-generational family business.
Looking ahead, this decision presents another challenge—Evans and his family have five daughters and no sons, which raises questions about the future name and identity of the company. Will the company outgrow the “Collinson” name someday? Only time will tell. The core question remains: as these luxurious travel experiences become more accessible, how do brands preserve their exclusivity and charm? And do travelers value true luxury, or are they willing to accept a more crowded, commodified experience? Share your thoughts below—do you agree that airport lounges are losing their special allure, or do innovations in amenities and services keep them worth the price?
