Beyond the BNB: Airbnb redefined where people stay. Now it wants to shape what they do.

Airbnb has made its biggest push yet beyond home rentals. The company recently rolled out a sweeping platform revamp, adding services like private chefs and curated experiences with A-list talent. As travel cools, vacation habits are getting a reset. More Americans are staying closer to home, trading long-haul getaways for domestic trips and cheaper “destination dupes.” 

According to Bank of America’s latest travel survey, 70% of Americans are planning to travel within the US this year, up 4% from 2024. With travelers seeking more value and variety, Airbnb CFO Ellie Mertz spoke to Sherwood News about how scaling services (not just stays) will power the company’s next phase of growth.

This interview has been edited for length and clarity.

Sherwood News: This was a pretty massive revamp. Why now?

Ellie Mertz: If you back up several years, Brian [Chesky] always had a vision of Airbnb moving beyond just accommodations. We’d actually started to do that prepandemic, but once Covid hit, we needed to refocus on the core by rebuilding the tech stack, shoring up our business model, and making sure we had strong economics. Now, we’re expanding from a place of strength. This revamp marks our first step toward a broader vision: a world where you can Airbnb more than just an Airbnb.

Sherwood: In the company’s most recent earnings call, you mentioned that only 1 in 9 travelers will pick an Airbnb over a hotel. Are the new offerings meant to close that gap, or more about differentiation?

Mertz: It’s both. We want to make our stays feel more special with add-ons like chefs or wellness providers, but we also know hotels still win on services. Guests have told us that if we offered things like room service or a spa, it would make Airbnb even more appealing. For a while, we’ve asked users, “If we offered X, would you book it?” That input directly informed which categories made the cut.

Sherwood: The app was described as something that now “travels with you.” What does that mean?

Mertz: Travel planning happens in stages. You book your flights and your Airbnb, then weeks might go by before you plan anything else. People are busy and there’s often one person doing all the coordination. The new app accounts for that. If your trip is in a week, it starts showing you the kinds of services you might want, like a chef, yoga class, or a special experience. It’s meant to show the right offering at the right time, based on where you are in your planning journey.

Sherwood: Airbnb’s easy interface has always been a strong catalyst for engaging users. How do you think about design as you scale more services?

Mertz: Interface is critical, especially in travel. You’re not buying multiple items in one go like on Amazon. You book your stay, and then you’re in a different mindset when you’re planning the rest. This redesign is all about understanding that behavior. It’s meant to match how travelers actually think and plan and then surface relevant, personalized options when they’re most ready to engage.

Sherwood: Some of these new A-list experiences, like with Sabrina Carpenter or Patrick Mahomes, feel like marketing gold. How do you scale that kind of premium offering?

Mertz: Those celebrity-led experiences definitely help create buzz, but they’re part of a much larger launch. We rolled out over 1,000 Airbnb Originals, many led by local creators and experts.

These offerings serve two purposes: they’re unforgettable for the people who book them, and they’re a great discovery tool. People see a name they recognize and click in, then discover the depth of our offerings. They really help position Airbnb as the destination for unique travel experiences.

Sherwood: Airbnb said it’s investing $200 million to $250 million in new ventures this year. How are you thinking about that trade-off of near-term margin pressure vs. upside later?

Mertz: The way we set our full-year 2025 outlook was to clearly identify that nominal investment going toward new businesses and also to set a floor on EBITDA margins for the entire company. The intent was to signal to investors that every year, we’re focused on improving the core business, while also making deliberate investments in growth.

That transparency allows people to piece apart the two pieces: the core business continues to have extremely strong profitability, and the overall company continues to generate strong free cash flow.

Sherwood: Let’s talk about AI. How big a role is it playing now, and how do you see that evolving?

Mertz: AI is already integrated into a lot of what we do: reservation screenings, AI-powered photo tours, and more. But the most visible piece so far is our new AI chatbot for customer service, which is now live for English-speaking US guests. It’s already delivering great results.

We started with customer service because it builds trust. If you can’t solve simple issues reliably, you’re not ready to offer concierge-level AI. But that’s where we’re headed — toward AI-powered trip planning and recommendations that truly enhance the travel experience.

Sherwood: Airbnb has always had this personal touch, even as it’s grown. How do you preserve that aspect as the platform grows?

Mertz: It’s something we think about deeply. One example is the user profile, something Brian emphasized during launch. That profile helps guide personalization while keeping the human element front and center.

We’re also adding social features to experiences. You’ll be able to see who else is attending, connect during the activity, and even share photos after. It’s not just about booking a thing, it’s about forming connections. That sense of belonging is still at the heart of Airbnb, even as we expand.