Elite Traveler Summer 2022

by Becca Hensley LEADERS IN LUXURY CRUISES

Christopher Prelog President, Windstar Cruises

On his fi rst cruise ship excursion, working as a waiter, Christopher Prelog nearly disembarked mid-itinerary and never got back on board. Luckily, a pep talk from his Austrian father convinced him to complete his assignment. When the cruise ended, Christopher was hooked. He touts the opportunity to learn about new cultures at each port as a draw for both sta ff and guests when cruising. He also points out crew diversity, and how inspiring it is to see people from all around the world coming together harmoniously to ensure a successful cruise experience for guests. Today, having worked his way through almost every department in the cruise industry, Christopher helms Windstar Cruises, famous for its small ships and immersive itineraries. This year, Windstar debuts innovative new sailings, such as its fi rst-ever comprehensive itineraries to New Zealand and Australia — itineraries that include less-visited ports of call, such as Middle Percy Island. What areWindstar’s plans for the future? We keep hearing about the trend of the all-inclusive vacation (no one wants to make any more decisions!). So, now we give our guests two price options up front at booking: cruise only or all inclusive (which covers extra items such as alcoholic libations, WiFi and tips). In addition, we will continue our partnership with the James Beard Foundation until 2025. Annually, we’ll o ff er three cruises, each hosted by a James Beard Foundation-a ffi liated chef. For 2022, an all-female lineup will tempt

guests. The powerhouse triad includes chef Jennifer Hill Booker of Atlanta, chef Tanya Holland of San Francisco, and Boston chef Irene Li. What makes you proud? In addition to dealing with Covid-19 and halting/restarting and changing our operations, Windstar also managed to fi nish a huge project amid the pandemic. Our $250m Star Plus Initiative was a multi-year undertaking, which enhanced all aspects of the guest experience on our three all-suite Star Class yachts ( Star Breeze , Star Legend and Star Pride ). The initiative not only created beautiful new suites and public spaces, but also a ff orded the opportunity to re-engine the ships with a more fuel-e ffi cient and environmentally responsible propulsion system. Each of the yachts increased in capacity from 212 guests to 312 with the project. It was the most complex and comprehensive small ship lengthening, engine replacement and renovation project in cruising. The goal was to provide more of what our customers wanted: more dining experiences, a true spa/ fi tness center, a better pool and more outdoor deck area. We wanted to increase capacity without drastically changing our DNA or the yacht’s ability to visit those special small ports and waterways of the world. What inspires you? I’ve been fortunate to be surrounded my entire career by amazing mentors and people who’ve had my best interests at heart. Now, it’s my goal to be that for others. windstarcruises.com

Like martial arts master Bruce Lee’s oft quoted advice: “Be like water,” the cruise industry has fl uidly and deftly stayed a fl oat during challenging times. To wit, they’ve redone itineraries, institutionalized health mandates, rethought landings, restructured ground services and re-envisioned onboard activities — among other pivots. Thanks to these stellar e ff orts, cruise brands will set sail into the future, no doubt tweaking as they go. We spoke with four leaders who’ve helped steer their cruise company across metaphorically rough seas — while always being “like water.”

Christopher Prelog, president of Windstar Cruises