Awilda de Jesús
Real estate tourism in the Dominican Republic
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Awilda de Jesús
Real estate tourism in the Dominican Republic: When tourism growth becomes a wealth strategy
In recent years, the Dominican Republic has consolidated an undisputed leadership position in the Caribbean in terms of tourist arrivals, foreign investment, and the development of tourism-related infrastructure. However, beyond record-breaking figures, there is a deeper transformation that deserves analysis: the country’s evolution toward a structural real estate tourism model, where the visitor is no longer solely a consumer of the destination but becomes an investor and, in many cases, a part-time resident.
This phenomenon is not accidental. It stems from a combination of economic, social, and geopolitical factors that position the Dominican Republic as an especially attractive territory for international capital seeking stability, wealth diversification, and medium- to long-term returns.
Sustained turism growth: A starting point, not an end
The 2025 figures confirm the strength of the Dominican tourism sector. With more than six million international visitors in the first half of the year and projections pointing to the country closing the year with close to eight million tourists, the Dominican Republic is reinforcing a sustained growth trend that goes beyond the post-pandemic recovery.
Nevertheless, the true value of these figures lies not only in the volume of visitors, but in how this tourism flow translates into investment decisions. A destination that grows steadily builds confidence, and confidence is the first requirement for international capital to stop being merely cyclical and become structural.
It is at this point that real estate tourism becomes strategically relevant.
From traditional tourism to the investor-resident
Real estate tourism represents a natural evolution of traditional tourism. The visitor who returns, extends their stays, and begins to consider purchasing a real estate asset is signaling more than an affinity with the destination: they are expressing long-term confidence.
In the Dominican Republic, this process has been supported by a legal environment that protects foreign investment, a relatively stable economy within the regional context, and public policies aimed at tourism development. The result is an investor profile that is not only seeking immediate profitability, but also capital preservation, geographic diversification, and quality of life.
This shift in profile has profound implications for territorial development, the real estate market, and the country’s urban planning.
Foreign investment and real estate tourism: A direct relationship
Foreign direct investment data show that tourism and real estate are among the main recipients of international capital in the Dominican Republic. This convergence is not coincidental: tourism growth creates demand, and demand supports the value of real estate assets.
However, not all projects and not all investments follow the same rationale. There is a substantial difference between buying a property in a tourism destination and structuring a real estate investment as part of a wealth strategy.
This distinction—often not immediately apparent to foreign investors—is one of the factors that determines the success or failure of a long-term investment.
The value of judgment over enthusiasm
One of the Dominican model’s greatest achievements has been its evolution toward a destination-as-ecosystem concept. Areas such as Punta Cana, Cap Cana, La Romana, Las Terrenas, Samaná, and Puerto Plata are not developed solely as tourism enclaves, but as integrated spaces where residential life, services, infrastructure, and community coexist.
From my professional experience as a real estate investment advisor and wealth manager, and as CEO of PaisnatuRD, I have observed that the most successful decisions are usually those that prioritize sound judgment over urgency, and structure over promises of quick returns.
Real estate tourism requires a deeper reading of the market: understanding which areas truly have long-term potential, which operating models are sustainable, and how an asset performs beyond the first economic cycle.
The Dominican Republic as an ecosystem, not a product
One of the Dominican model’s greatest achievements has been its evolution toward the concept of the destination as an ecosystem. Areas such as Punta Cana, Cap Cana, La Romana, Las Terrenas, or Samaná are not being developed solely as tourism enclaves, but as spaces where residential life, services, infrastructure, and community coexist.
This approach makes it possible to attract a more stable and less speculative investor profile, interested in projects that are well integrated into their surroundings and guided by a long-term vision. For the country, this translates into greater economic stability; for the investor, into assets that are more resilient to adverse economic cycles.
Sustainability and responsibility: The next level
The future of real estate tourism in the Dominican Republic necessarily hinges on sustainability—not only from an environmental perspective, but also socially and economically. Territorial planning, responsible land management, and integration with local communities are key elements to preserving the destination’s long-term appeal.
The challenge is not only to continue attracting investment, but to attract the right kind of investment—investment that delivers real and lasting value for both the investor and the territory.
Final reflection
Real estate tourism in the Dominican Republic should not be understood as a trend or as an extension of traditional tourism, but rather as a strategic tool for development and wealth management. Tourism growth and foreign investment figures confirm the country’s potential, but the true differentiator lies in how investment decisions are made.
In a global context marked by uncertainty, the destinations that can offer stability, sound judgment, and a long-term vision will be the ones that build lasting relationships with international capital. The Dominican Republic has the conditions to do so; the challenge is to continue building this model with responsibility, professionalization, and strategic thinking.
For more information: https://paisnaturd.com
The authors are responsible for the choice and presentation of the facts contained in this document and for the opinions expressed therein, which are not necessarily those of Tourism and Society Think Tank and do not commit the Organization, and should not be attributed to TSTT or its members.
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