man in vineyard
man in vineyard

Lamberto Frescobaldi is the president of Marchesi de’ Frescobaldi

Lamberto Frescobaldi is the 30th generation (yes, you read that right) head of Florence’s Frescobaldi dynasty which has done everything from build bridges and palaces in Tuscany to create one of the world’s most epic wine groups. In the first of a new series on leaders in the wine world, the owner of Masseto, Luce, Ornellaia and many other wines chats to LUX Editor-in-Chief Darius Sanai over a tasting of the Frescobaldi’s flagship Luce wines

Lamberto Frescobaldi:

“Frescobaldi is a family that goes back to 1000 when they showed up in Tuscany, and then arrived in Florence around 1100, so from a little village out of Florence to Florence. Then a gentleman called, like me, Lamberto, in 1252, built the bridge where now is Ponte Santa Trinita, there is a little square called Piazza de’ Frescobaldi, for the bridge that he built there and he owned all the houses there.

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He comes up quite strongly under the light of Florence in that century. Then the Frescobaldi, began to do as many families of Florence did, they became bankers. Because in those days one of the things that was complicated was to ship money. Money was risky, has always been risky, and so funnily enough the first cheque ever invented was here in Florence by Francesco Datini, he invented the cheque, it was a revolution. Think of taking a piece of paper and writing a value! It was a total revolution.

vineyard estate

The Luce wine estate in Montalcino, Tuscany

And then they understand that it is important to move the paper, but not to move the money. So, the money was here and there. Then the Frescobaldi, around the 14th Century, they actually become important bankers through Europe. It was the aristocratic families of Europe, they were always fighting between each other. The Frescobaldi became bankers of the families of England. They actually moved to England, and they became very powerful because they were bankers of the king. And the king actually gave them the run, in Devonshire, of the silver mines. Then they became too famous and too powerful and then the king, I can’t remember which one, but he kicked them out of England. Then they came back to Florence, and from bankers they became farmers.

Read more: Durjoy Rahman on promoting South Asian art

wine cellars

Inside the Tenuta Luce cellars

So, long story short, I believe that my family have always been very forward-looking and innovative. And that is reflected in what happened with me and the Mondavi family (the legendary wine family of California, who have Italian origins). Around the mid 90s they show up in Italy, and they wanted to do something in Italy. They had moved from Italy 1908, and they went to America because Italy was a tough country in those days. And here they wanted to come back, and we got together, and there was again a beautiful relationship. This changed my way of doing my job, Mondavi opening up a window, a window opened giving me the opportunity to taste wines everywhere around the world. Sharing fears and also the beauty of producing a wine together. And now it is the 25th anniversary of Luce, the wine we created together.”

wine bottles

The Luce wine library

There follows a tasting of Luce wines, with Darius Sanai’s notes below each:

Luce 2013

A big, powerful, rich wine but also fresh and light, a remarkable combination. Plenty of fruit, plenty of tannin. I would drink this in five years with a pici al cingiale (thick Tuscan pasta with a wild boar ragu) on the terrace of the Villa San Michele above Florence at sunset.

wine bottle

Luce 2017

Luce 2006

Less power, more softness, an almost gentle wine but with a long backdrop of olive groves, fading into the olfactory distance. One to drink while perched on the old city wall of Montalcino, looking over the Colline Metallifere hills towards the sea hidden beyond, and across the endless forest.

Luce 2002

An almost gentle red wine, belying the Tuscan reputation for producing big reds. Yet there’s a persistence of dried berry, vanilla, and the kinds of herbs you sprinkle on pizzas that make it very moreish. A lunchtime wine, on the Piazza del Campo in Siena, looking at the people wandering past as another day disappears.

Luce 1998

Wow. You wouldn’t believe this wine is older than this millennium. Both powerful and zingy, it has a different character to the others, fascinating to see what can happen as great red wines age. Peppers, cherries, and also a waft of Bistecca alla Fiorentina, beautifully balanced. One to drink over dinner, in late autumn, in your Florentine palace, with your loved one; and like the Frescobaldis, I think this wine will last forever.

Thank you to Lamberto Frescobaldi for his time and the wines for this tasting.

For more information, visit: en.lucedellevite.com

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Reading time: 4 min
Fashionable kitchen with modern appliances
Fashionable kitchen with modern appliances

Family-owned Italian brand Smeg transforms kitchen appliances into objets d’ art

Originally established as an enamelling plant in 1948 by the Bertazzoni family, Smeg is now globally renowned for making stylish kitchen appliances. Here, the brand’s third generation family member and CEO Vittorio Bertazzoni speaks to LUX’s Editor-in-Chief Darius Sanai about consumer trends, collaborating with Dolce & Gabbana and creating sustainable products
Man in suit standing in kitchen appliance showroom

Vittorio Bertazzoni

LUX: Do you think product design has become more important for consumers in recent years?
Vittorio Bertazzoni: I would say yes if we are talking specifically about kitchen appliances, which is mainly what we do at Smeg. I think there are a number of reasons for that, maybe one of the main reasons is that nowadays the domestic space itself is becoming more and more visible and central in the house. Once the kitchen was hidden, but today it is more and more visible. People like to gather in the kitchen with friends and family, so of course they want to have more beautiful kitchens. The other reason is that you have more and more appliances in the house generally. Nowadays, people like to buy steam ovens, dishwashers and lots of other appliances so it makes sense for everything to be more consistent in terms of style.

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LUX: Do you think it’s a global trend?
Vittorio Bertazzoni: Definitely, maybe it wasn’t the case a few years ago but it has become a global trend because of higher attention towards food and health and the rise of like TV programs such as [The Great British] Bake Off and MasterChef. There is a global trend that starts with food then eventually how you cook the food and how you preserve the food and I think this is a very positive trend, not only from our business point of view which of course is positive, but also it allows for more products and technological advancements as people are more conscious about what they eat, how they preserve food and cutting back on waste.

Contemporary mixer with colourful pattern

A mixer from the Dolce & Gabbana x Smeg collection

LUX: Can you tell us about your collaborations with fashion houses?
Vittorio Bertazzoni: So the collaboration started with Dolce & Gabbana four years ago, but we started to think about the collaboration with Domenico Dolce ten years ago. So it is not something we did over night. As Italian companies, we share values and Italy, from my point of view, is quite well regarded when it comes to food, lifestyle, fashion and design so it is already linked together and the combination of fashion and design feels very natural.  The aim of collaborating was to create something new and I think the result was pretty remarkable in that sense that the produce is unique and special. It wasn’t easy to translate the pattern, especially onto the smaller domestic appliances because the patterns are really, really precise and handmade. It took us 3 or 4 years to get the right technology. If you think about a kettle or toaster and working with the curves of those appliances as well as the liquid – the pattern has to be resistant to that kind of temperature. I have to say we are very pleased with the result. I think it is a good example of how sometimes design is not only design, but also technology. We will hopefully continue to work on new ideas together.

LUX: What are the challenges of being a family business?
Vittorio Bertazzoni: The obvious challenge for a family are the roles each person plays. You have to be very clear that one member of the family is a shareholder and another is a manager of the company. In Italy we struggle because in a typical family business you have family and shareholders and then you think that since you are a shareholder you have no option, but to be involved in the everyday business which is not the case. If we look at the US or even in the UK, the two roles are very different. You can, of course, be a shareholder and even work in the company, if you have certain attitudes and if you are engaged. Otherwise, you shouldn’t, as being a shareholder is also a job. It is not as if you just sit and wait for the dividends. Most of the time, family businesses are medium sized so the distinction of being a shareholder and being a CEO or whatever is still not very clear, so there is a challenge for the management of the company to understand this and be prepared for this. I see that there has been a big revolution recently in the stock market, more family businesses are going public and this helps a lot, as when you are not a close company you have to apply to certain rules and you have other stakeholders.

LUX: How has the nature of your business changed over the past few years with regards to digitisation and social media?
Vittorio Bertazzoni: The appliances industry has been regarded for many, many years as quite a conservative business. A fridge is a fridge, an oven is an oven. More recently, due to social media and the attitude of the consumer, the lifecycle of the product in terms of how long a product can last and the consumer demand to get the newest design and the newest collection has changed. Ten years ago, people didn’t have the desire to have so many changes in a product’s design. For example, Smeg is known for the retro style of refrigeration, maybe until a few years ago the cream, the black and the red were high selling products, but now, we see huge differences in colour preferences.

Read more: The must-visit destinations of 2020 by Geoffrey Kent

LUX: In terms of challenges in the future, do you think that this kind of universal visibility will become a challenge for you?
Vittorio Bertazzoni: I think Smeg has a unique place in the appliances market. We are very much about design, colour and putting together architects and designers to create distinctive appliances. So in this world of social media, where everybody is aware of what is available, I think we are in a good position. That doesn’t mean, of course, that is is easy and I think this really goes to the nature of being an Italian company, of our products being made in Italy. If you think about something made in Italy, you think of something distinctive and unique, not standard or a commodity product. I think that the consumer wants to be surprised by a product which is made in Italy – that is the very essence of the word. You think about Ferarri and Ducati, Armani, Dolce & Gabbana and Prada. The challenge we have is to not create different products for the sake of being different, but because they are truly different and they can add value to your flat, your house, your home.

Luxurious contemporary kitchen

The ‘Made in Italy’ concept is at the heart of Smeg’s design ethos

LUX: It sounds like the ‘Made in Italy’ ethos is very important for you?
Vittorio Bertazzoni: No doubt it is. Made in Italy is a concept that goes back centuries to the Renaissance when Italy started to nourish the beauty of the buildings and the architecture within towns, the paintings and sculptures. In Italy we are surrounded by the beauty of the country and the beauty of art everywhere. The Made in Italy concept is in the DNA of Italian people. For us, as a design led company it is very important for us to have our production in Italy which obviously doesn’t mean we are not open to the world – we are a global brand with 85% of our products sold outside of Italy – but we can see that people really like the Made in Italy concept and the care of our design. From this point of view, you could say that Italy itself is a global brand.

Read more: Artist Henrik Uladlen on the concept behind his latest exhibition

LUX: Can you tell us more about how you work with architects and what is your criteria for choosing partners?
Vittorio Bertazzoni: So first of all, from my personal point of view, I believe that architecture is the ultimate form of art. This I learnt from Michaelangelo as he used to say, painting is a very fine art but in the end it is not so difficult and not so important… sculpture, is a more evolved form of art it is three dimensional, but still architecture is the ultimate form of art. This is not my original thought, this was Michaelangelo’s thinking. Architecture is always going to influence a lot of people; if you have a nice building you have a huge impact on people and in the end, humanity. If you have a bad painting you can remove it, but if you have a bad form of architecture you are going to have a bad influence for a long time because you don’t have the opportunity to cancel the building and do a new one. By saying that I am explaining why we love to work with architects because generally speaking they have a vision for the future which is quite unique and when they design an oven, hob or a refrigerator they go about designing it as they would design a building or something that should last a long time. In fact the product we designed with the architect Renzo Piano, which was designed in the mid nineties, is still one of the best sellers because these products don’t age, they are beautiful and unique. I understand it’s hard for people to compare an oven or a refrigerator with buildings like the Guggenheim or the Shard but if you study it, the approach is the same. A beautiful product made by an architect can last a long time.

Luxurious contemporary kitchen

LUX: Smeg has long had impressive environmental credentials, whilst it seems that other companies are only catching up now. How have you seen attitudes towards sustainability change in the industry?
Vittorio Bertazzoni: That is right, it is part of our commitment as a family, I have learnt it from my father and he learnt it from his father. Obviously, this is something that happens everyday, it is not something that happens just one day, you have to work on it daily and sometimes you make a little step ahead, sometimes you can make a huge step with a very good innovation and ideas. But most of the time it is really having the idea and being consistent in everything you do. There is no doubt that the industry, in general, has improved a lot in the past 10-15 years. When I began in the company, I remember a dishwasher used 50 litres of water which has gone down to around 6.5 litres, I mean the saving is amazing on a global scale. Instead of hand washing your dishes, if you now own a dishwasher you use 1/10 th of the water used and ⅓ of the energy used than if you washed by hand. The new technology in refrigeration now allows a saving of around 700-750 euros per year of food waste because food can be preserved much longer. All this is really interesting and I see these concerns becoming more and more relevant. As as a company have introduced a new blast chiller, which is a very powerful refrigeration unit that can blast -30 degrees to the core of the product, which will allow you to save all the food that you have cooked and preserve it for longer. This is different from the concept of a standard freezer which goes down to -18 degree, but also our unit takes all the food down to that temperature very safely with no bacteria. I believe it is a revolutionary product and I am very happy that after a few years we are now out in the market.

LUX: Do you fear imitators?
Vittorio Bertazzoni: Well obviously, competition is always there and we have to accept that it is good for the customers on some level, but of course imitating is stealing ideas so we have to protect ourselves. Still, I believe by being innovative and forward thinking in terms of design and technology, we shouldn’t have to fear too much. It is a challenge, but I think it’s possible.

Find out more: smeguk.com

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Reading time: 10 min
Luxury hotel interiors of a drawing room with painted walls and soft furnishings
Facade of a grand mansion house

The Rocco Forte Balmoral hotel in Edinburgh, Scotland

Since he created it in 1996, Sir Rocco Forte has grown his eponymous luxury hotel group to include multiple properties in key destinations across Europe, with a major expansion this year within his family’s native Italy. And there are plans for the boutique group to move into the US, Middle East and Asia. LUX’s Editor-in-Chief Darius Sanai speaks to the group’s chairman and founder about new openings, changes in the hospitality industry and what it takes to be a successful entrepreneur
Colour portrait of a middle aged man in a suit

Sir Rocco Forte, Chairman of Rocco Forte Hotels

LUX: Rocco Forte hotels is currently in a period of planned rapid expansion – why now?
Sir Rocco Forte: We had a period of consolidation after the financial crisis and have gradually come out of that and the business profitability increased. We’ve improved the quality of the management team. Generally taking the company forward, it was the right moment to start expanding again and looking at adding additional properties…

There are a huge number of different luxury brands within Marriott. Having said that, I think there’s an opportunity for the niche player somewhere, a business that is much more personalised in its approach to its customers, where attention to detail is extremely important. I think people are looking for things which are more individual, more related to where they are going. They want the rubber stamp wherever they go. I think it is going to get more and more difficult for these big companies to actually deliver that, and for a smaller organisation like mine, it’s easier because the top management is hands on. The business and the detail of business has some advantages.

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LUX: How has the landscape and your business philosophy changed since you started?
Sir Rocco Forte: It’s changed significantly on the technological side, the way people buy hotels in particular is much more a business done through the internet than there was than it was before, there are online travel agents who are becoming quite powerful. Customers are now more inclined to book through the web than going to direct to hotel. Then there’s the social media aspect which is also becoming more important, as a means of communication and promotion of properties. There is an interaction between guests who have tried properties and posted comments and so on. This is picked up by other people and used to validate their choice. TripAdvisor type sites didn’t really exist before and now people use it to make up their minds about hotels. Then you have the back of the house side of things; technologies have come in there and give management a greater ability to know their guests. There is increased technology in the rooms, television, wi-fi. Wi-fi became available 20 years ago and now people complain unless they had the fastest band available in the hotel. People used to pay for wi-fi and now they don’t want to pay for it anymore. Telephones, actual landlines have gone out of the hotels; they are hardly used.

In terms of the actual service side, the principles remain the same. The customer wants to be treated as an individual, wants to feel a warm welcome when he goes into a hotel, wants to be recognised. Maybe the relationship between the customer and the staff members has changed to some degree, it’s become slightly less formal, which is something that we did from the beginning.  I wanted to de-formalise the service to some degree. Then you’ve also got to keep up to date in a hotel because there are things that people have in their own houses that they expect to find at a hotel and it is a competitive market place.

Luxury hotel interiors of a drawing room with painted walls and soft furnishings

The front hall at Brown’s, a Rocco Forte hotel in London. Photo by Janos Grapow

LUX: The marketplace is much more crowded nowadays with new players coming in and there’s Airbnb. What is it that has allowed you to keep going and growing with so much more supply?
Sir Rocco Forte: Airbnb doesn’t really effect the luxury end to any great degree. Airbnb has already started to show problems with consistency. There are plenty of niche players coming in and it does eat into the marketplace, but if you have a well-located hotel and you deliver an excellent service and have a regular clientele that like the place, it’s very difficult to prize a luxury customer away from a hotel that he’s used to and where the staff are trained to his needs. There have been a lot of new openings in London and there are more in the pipeline; there’s always a supply and demand equation. I think you’ve got to try and distinguish your hotel group from others and make a potential customer feel that they will get something special, something different if they come to you. The staff are the people who deliver the service and you’ve got to ensure that they’re motivated in the right way. They need to have the right training, the right philosophical background. We put a lot of effort into induction where we tell them about the family, the history of the company, the history of the hotel and something about the city where the hotel is located  so everyone has a sense of heritage and belonging as a family. It is my sister and myself and three children running the hotels, we know a lot of the individual staff members and it creates a sense of warmth in our hotels which you cannot necessarily find anywhere else.

Read more: Chaumet’s latest exhibition reveals the symbolic power of tiaras

LUX: Is it important that your guests can recognise the brand when they’re staying at one of your hotels?
Sir Rocco Forte: Yes, part of having a group is that, you get cross fertilisation and you get customers using more than one hotel, following the brand. So the brand is important because the customer knows that if he comes to Brown’s or goes to Hotel de Russie in Rome, he will get a certain type of service and a certain type of welcome.

LUX: A lot of your properties are significant and historic properties in individual cities, how do you imbue them with the Rocco Forte brand?
Sir Rocco Forte: The induction is consistent throughout the company that creates the blueprint on which the hotel is based. My sister who leads the decor has a strong agenda and sense of place. It is very difficult sometimes to please everybody. The thing is you get a hotel designer to design the hotel and there are the prototype rooms, but it is never quite finished, it is a design hotel, you are always adding little bits and pieces and so on, which gives a more personalised touch. My sister does that very well. She usually buys locally, which give the rooms a more homely feel.

Views from a luxury terrace over a European city

The view from the Popolo Suite at Hotel de Russie in Rome

LUX: You have lots of developments happening in Italy at the moment – is Italy a particularly important destination to you?
Sir Rocco Forte: Italy is not the easiest place to do business, so in a way that is an advantage for us. Italy is a tourist destination, it is the prime tourist destination in the world. The American market loves Italy and that’s a very important market for travel. About 40% of our business comes from the States, you can get high prices for the rooms you sell, which in some destinations it’s impossible to do. So from that point of view, it’s attractive. The bureaucracy and the labour laws make it difficult, but the demand is there if you get the right hotel in the right location and at the price.

LUX: And Italy is underserved by luxury hotels, isn’t it?
Sir Rocco Forte: Yes, there’s no luxury chain across Italy, and we now have the opportunity to create one. We have six hotels and the three new hotels that we’re developing — we are doing a second hotel in Rome, a small 40 bedroom hotel in Puglia, and we have just taken on a place in Palermo, which is a 100 bedroom hotel and used to be a jewel of a place, but is now very run down and it’s been badly run for many years. It is a wonderful destination hotel. The city Palermo is having a revival, a lot of people are buying houses there, and doing them up. It is quite a good time to go in there and I already have a resort in south of Sicily, and Palermo is the airport you use for that so having the two properties working together is beneficial. But obviously, I need to be in Venice and Milan, I’d like to be on the Amalfi coast and some of the other heritage cities with smaller hotels. I am pushing to try and get there.

I also still want to be in the States…New York and LA and Miami maybe, I’d like to be in Paris, I’d like to be in Moscow, and probably another German city. Hamburg or Dusseldorf would complete the German equation. We are doing our first hotel in the Far East, in Shanghai, which will open next year. We don’t have a clear date, things get delayed quite a lot there.  It is moving forward, but slower than it is supposed to. That will be our first step into that part of the world. We will see. If I am going to travel to my hotels and if they are way out, that’s less attractive. I have to think carefully about it, about how far we extend geographically. Within Europe it is fairly straightforward.

Read more: Maryam Eisler’s new photography series reimagines pastoral romance

LUX: With the new portfolio that you are developing, are most of the hotels owned or managed, or both?
Sir Rocco Forte: The Palermo hotel we bought, but we probably won’t keep the ownership. We are talking to a partner about taking it on and leasing it back to us. The other two are leases, I prefer leases to management contracts because we’re in control with a lease. You have complete control of the property and you can do more or less what you want. With a management contract, the owner tends to interfere all the time. He thinks he knows how to run the property better than you do. If the hotel is doing well, he doesn’t need you, if the hotel is doing badly it is your fault. You take on more risk with a lease, but then it is a bigger upside and you have control over your own destiny.

Luxury hotel suite with plush furnishings

A Junior Suite at Hotel de La Ville, one of two Rocco Forte hotels in Rome

LUX: As an entrepreneur, what qualities have you needed to get to this stage with RF Hotels?
Sir Rocco Forte: Very difficult to say. I think you have to have a passion for what you’re doing, what you want to do, and you have to really care, and have people around you who believe in what you’re trying to do, who will help you to do it. You have to have determination. Where there are obstacles you have to overcome them. You have to have the determination to overcome them, not take no for an answer, continuously try to move things forward. It is easy to get dispirited, upset and to give up. A lot of people do, but I am not made that way and I am always looking forward, always looking to see if I can do things better. It is that, and I think the minute I stop having a passion, then I should stop working. But I hope that will never happen.

LUX: Do you have dreams of passing on the business to your children one day?
Sir Rocco Forte: Yes, but my kid are still in the early stages and they might well reach a stage, where they don’t want to take on responsibility so we’ll see. At the moment, that’s the idea. And it’s good having them working the business, it gives a certain continuity to the business and it adds value to the business. In the short term, it makes us different to a lot of other companies and from a personal point of view, it gives me a huge amount of pleasure: my kids have left home, but I see them all the time. We’ve got something in common to talk about and to argue about, and to enjoy. You never know — I could go under the proverbial bus tomorrow. And then what happens? The business is in a position where it can continue to go forward, but then my family would have to decide what they want to do.

LUX: Talking about the younger generation, do you think that, as customers, their demands of the hospitality industry are different?
Sir Rocco Forte: Apart from the technological side that we were talking about it earlier, the way they dress is differently, but in the end of the day they still enjoy service and being looked after. It depends…a lot of them are brought up under very comfortable circumstances and they understand that way of life and I don’t think they are particularly different. All the ones I’ve seen using my hotels, seem to enjoy the facilities like anybody else. I suppose there is more of a consciousness of wellness and well-being and looking after yourself than there was in the previous generations. We meet those demands through the facilities that we have in the hotels already. But I wouldn’t say there is anything dramatic and to build a hotel for a specific sector of a population is narrowing your market quite considerably. I also think people whether they are millennials or older people, like the idea of heritage and like the idea of history, and they enjoy it when they experience it — I don’t think that has changed. Most people want to know what is the next thing? I don’t know what the next thing is, but I think hotels tend to follow trends rather than set them. Mine do anyway. I think in the luxury sector, that is more so than it is anywhere… You have hotels now that have no staff, you put a credit card in a slot, you get a room key and you go up to your room. And there isn’t a restaurant, there are communal rooms for people to use, you help yourself, all these sorts of things, but not at the top end of the market. I don’t see anything dramatic on the horizon.

Read more: Where I would invest £100m in property by Knight Frank’s Andrew Hay

LUX: Your portfolio is predominantly city-based. Have you ever been tempted to start a resort hotel in tropical climates? And if not, why not?
Sir Rocco Forte: Because anything I’ve looked at hasn’t really worked financially. I haven’t managed to find anything. The hotel in Puglia has a beach facility available, but it is not on the sea. And then there is a seasonality thing, which is difficult. When you are building a new hotel from scratch, to finance that on quite a short winter season, for example, is difficult because it closes, then it opens for a very short summer season and then it closes again…

Luxury contemporary style villa with a private pool and wooden terrace

A luxurious villa at Rocco Forte’s Verdura Resort in Sicily

LUX: And what about the residences model that a lot of new hotels seem to have now, is that something you’d ever consider?
Sir Rocco Forte: It depends on the property, the location and the size of the property. But in Rome we’re now doing five luxury apartments, which are situated on the corner of Piazza de Spagna, which is within walking distance to our hotels (one is on top of the Spanish steps and the other one is on Piazza del Popolo). So that’s a new endeavour. Also we’re building some villas now in Verdura, which initially will be let as basically a sort of extended stay or hotel accommodation for families who want to stay together in one unit. We’re starting to get into that market.

LUX: Are there any other new developments in the pipeline that we should know about?
Sir Rocco Forte: My daughter has been working on the spas. The spa in the new hotel in Rome will be her spa design, which she thinks will be the first properly designed spa. She thinks that it has more activity and treatments and so on, which will encourage people to come and see. There are a range of creams that she produced which are properly organic so that is a bit of a new venture. Otherwise, we are continually looking to improve the facilities in our hotels. We are looking at the food side particularly. It is difficult for hotels to do restaurants well. We are always searching. A lot of places that have successful restaurants started out being run by restauranteurs, rather than hoteliers and then they have a few rooms as well. For example, Chiltern Firehouse or Costes originally, they had a few rooms and then they bought the hotel next door extending it. I haven’t found the key to creating really successful restaurants. Our restaurants are doing well by the standards of hotel restaurants. If we are doing 120 covers a day, we are happy, but there are restaurants doing 250 covers a day. Some hotel restaurants you go into, you never see anybody there. That is not the case with ours, but we can do a lot better than we do.

Discover the full Rocco Forte portfolio: roccofortehotels.com

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Reading time: 15 min
Ballet dancers in performance with a male lead
Portrait of Philippe Sereys de Rothschild sitting in front of a stone mosaic

Philippe Sereys de Rothschild photographed at the Grand Mouton residence

Philippe Sereys de Rothschild, head of the Mouton Rothschild family wine empire, recently inaugurated a new prize for the arts. Darius Sanai celebrates with him and his family members on the night of the awards, and speaks to him about patronage, the wine world and running one of the world’s most celebrated family businesses

Photographs by David Eustace

It’s a cool, clear evening in the vineyards of the Médoc, the triangular strip of land that stretches from Bordeaux to the Atlantic Ocean, along the estuary of the Gironde river, and which contains the world’s most celebrated wine estates. From the terrace of Château Clerc Milon, rows of perfectly groomed vines stretch out to the left and right; immediately below the terrace, a lawn drops down along a path lined by exotic bushes, to a steel-and-glass marquee. Beyond this temporary structure, which was erected the previous day and will be gone by morning, are more vineyards, undulating up towards Château Mouton Rothschild, over the brow of a small hill.

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Bordeaux vineyard close up shot of green vines

The Mouton Rothschild vignoble in Pauillac

As the sun goes down, guests sip Rothschild non-vintage Champagne or glasses of deep red Château Clerc Milon 2009, chatting about the show they have just seen. Suddenly, there is a musical introduction and all heads turn towards the stairs leading up from the lawn, from which 20 or so beautiful young people emerge, with a mixture of shyness and performance, and walk two by two through the crowds before dispersing into smaller groups and chatting to guests over glasses of Champagne.

The new arrivals were dancers from the Ballet de l’Opéra National de Bordeaux; earlier, they had given the performance everyone had come for, in the marquee by the vineyard, in front of 100 seated guests. The show marked the second edition of the biannual Prix Clerc Milon de la Danse (Clerc Milon dance prize), awarded by the Philippine de Rothschild Foundation to two outstanding dancers from the Bordeaux ballet. The two winning dancers, Alice Leloup and Marc-Emmanuel Zanoli, had been awarded their prizes at the end of the show; now, after a brief interval, they and their colleagues were emerging, perfectly attired for the evening, to join the soirée. It was a magical moment during a spectacular evening.

Facade of a classical wine cellar with a huge arched wooden door

Wooden arched door to a wine cellar

The private wine cellar at
Château Mouton Rothschild

The prize is the brainchild of Philippe Sereys de Rothschild, Chairman and CEO of Baron Philippe de Rothschild SA, and his siblings, Julien de Beaumarchais de Rothschild and Camille Sereys de Rothschild. When their mother, the legendary Philippine de Rothschild, passed away in 2014, they inherited one of the most famous empires in wine. Their company, Baron Philippe de Rothschild, owns Château Mouton Rothschild, one of the five ‘first growths’ of Bordeaux and among the most celebrated and expensive red wines in the world; Château Clerc Milon and Château d’Armailhac, also classed-growth Bordeaux châteaux; the Bordeaux brand Mouton Cadet, and much else.

Thomas Jefferson, one of America’s founding fathers, was famously fond of Brane-Mouton, as Mouton Rothschild was then known, and shipped some over to the nascent United States in the 1780s. But it was Baron Philippe de Rothschild, the grandfather of Sereys de Rothschild, who elevated the wine to worldwide fame, first modernising the estate in the 1920s and insisting on ensuring quality by bottling all wines at the Château, and then asking a different celebrated contemporary artist to create a new label for Mouton Rothschild every year. The labels read like a who’s who of 20th and 21st-century art: among them are Jean Cocteau (1947), Georges Braque (1955), Salvador Dalí (1958), Joan Miró (1969), Marc Chagall (1970), Wassily Kandinsky (1971), Andy Warhol (1975), Keith Haring (1988), Lucian Freud (2006) and Gerhard Richter (2015).

Portrait of Philippe Sereys de Rothschild with his daughter, Mathilde on their vineyard in Bordeaux

Philippe Sereys de Rothschild with his daughter, Mathilde

Grand garden with stone statue of a person leaning one hand on his head in front of a hedge

The gardens of the Rothschild estate

The Baron’s daughter, Philippine, strengthened the link with the arts – she herself had been a celebrated actress, and married one of France’s most famous actors, Jacques Sereys – while growing the business; and so, on this evening surrounded by vines under a sky washed by the nearby Atlantic, with stars emerging from the fading blue, it seems entirely appropriate that her children are both honouring their mother and supporting the arts with this new prize.

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Certainly, the winners seemed delighted: “I am amazed,” Alice told me, with a big, dimpled grin, her perfect, wavy hair and immaculate outfit belying the fact that she had been dancing on stage minutes previously. She was sipping at a glass of Champagne shyly, as if it were a rare treat to indulge. “It’s a great thing for them to do, although I never thought I would win. It just helps make all the hard work worthwhile.”

Ballet dancers in motion with one dancer stretching on the ground

Ballet dancers in performance with a male lead

Dancers from the Ballet de l’Opéra National de Bordeaux perform at Château Clerc Milon

A statue of an elf sitting on top of a column in a smart stately gardenThe next morning, I meet Philippe Sereys de Rothschild in a drawing room at Grand Mouton, the family’s traditional residence, a few hundred metres away in the heart of Château Mouton Rothschild. The room is square and traditionally decorated; four chairs have been placed facing inwards towards each other. Between two of them is an occasional table, on top of which has been placed a tray containing still and sparkling water, small bottles of tonic water, and two halves of a lemon on a saucer. Sereys de Rothschild walks in, erect, greets us and offers us drinks, before settling down in a chair, squeezing one of the lemon halves into his glass of tonic water.

He was up, he says, until past 2am the previous night after the party ended, doing a debrief with his nephew Benjamin, who had helped organise everything. “Yes, last night Benjamin said, ‘We’ve got to do a debrief to know if it went well or not,’ and I said ‘OK, OK.’ So, we went through all the stuff that went well and didn’t go well, and it was the best time to do it because we had everything freshly in our minds. When people visit Château Clerc Milon they know it’s the family, they know it’s the Rothschilds. So, the standard is up there and you can’t disappoint them. Nothing is worse than disappointing people who have come to have a great evening and don’t have a great evening.”

All three of Philippine’s children were at the event; while Philippe oversees, Julien de Beaumarchais de Rothschild, his younger half-brother, is responsible for the collaboration between art and wine at Mouton, and gave a casual and touching tribute speech on the terrace the previous evening, after the formal speeches in the marquee led by Philippe.

Ballet dancers in motion, performing against a backdrop in pastel clothing

It seemed to be quite a grand success for an event that is so young, I observe. “It is a young event and it actually happened much more quickly than I thought it would,” Philippe says. “The Foundation was created in 2015 and we did the first Clerc Milon prize in 2016. We wanted to start the foundation with something local. That was very important for us. Something local, something artistic and something linked to live performance. And all that was linked to my mother, because my mother was very close to the theatre, the Opéra de Bordeaux. Brigitte Lefèvre (president of the jury of the prize and a former administrator of the Opéra Garnier in Paris) really came in very quickly. I gave her a call one day; it was very interesting, she was outside on the street coming out of a documentary on ballet and I said, ‘I’ll call you back’ and she said ‘No, no, no, don’t call me back – what do you want?’

“I talked to her about the prize and everything and I said, ‘I’m looking for someone who could chair the jury.’ She said yes immediately, and it was in November 2015, so it was very, very quick. She was able to put the jury together quickly because after 20 years at the Opéra de Paris, she knows absolutely the whole planet in her world. So, the first prize was awarded in July 2016 and we were very happy.”

It was Lefèvre, he says, who had the idea of the prize specifically supporting young dancers and those who “cement the group together”. “And don’t forget,” he says, “the Foundation only has been going for three years. When we created it in memory of my mother, everyone knew she was very linked to the arts. As you know Mouton is also very linked to art: wine and art, art and wine. We knew we wanted a foundation carrying the name of my mother, and with an artistic purpose. That was very clear. So, we started there.”

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A Harvard MBA, Sereys de Rothschild worked in the finance sector on graduating; in the late 1990s he was chief financial officer (CFO) of an Italian subsidiary of what is now the Vivendi conglomerate. He then ran a successful private-equity fund and created a high-tech investment fund. Was he always fated to take over the family company, I ask?

“No, not at all,” he says, very definitely. “I don’t feel that family businesses have to be run by families. Family business have to have family values, family principles, family ethics, family identities, yes. But that does not mean they have to be managed by the family, which is a completely different thing. We could have said, ‘Managers manage and the family is just there to define the values, principles, identity and culture.’ It was a choice, because it’s true that the family is very much linked to this company, and it was a choice that I made, to say that I was ready to spend much more time with the company, to make sure that we develop it the right way. There is a lot of development going on now, and I thought that the best way to ensure the development was done the right way was to implant myself more in the company. But it could have been different. I did many other things in my life before – some environmental projects, I managed a software company, I developed schools, I did a high-tech fund.

“But I’m not doing it alone, even if I’m managing this company with the objective of developing it, I’m doing it with the family. They are all on the board and we all decide together, and we all take decisions together and we all decide on the investments and whatever we want to do, together. I’m there to manage it and for the leadership, but they are there with me.”

Facade of Château Clerc Milon in Bordeaux

Architectural photograph of stairway leading up to a landing with a hanging light

Château Clerc Milon is a different kind of château with a modern vat house designed by architect Bernard Mazières

Is it different, I ask, managing a family business to running other businesses? “Well, although I’m completely conscious of the fact that it’s a family business, I really try to manage this business by asking myself, whenever I take a decision, is it good or bad for the company? Period. Because otherwise, you mix everything up. Don’t forget that we have 370 people working in this company, so what is important is to make sure that the company lives on and that I pass it on to the next generations. If I start thinking to myself I should do things differently because it’s a family business, then you make the wrong decisions. You have to make a decision, as a business decision, as a company decision.”

A bottle of Château Clerc Milon wine with two full wine glasses in the background

The Château Clerc Milon label features a pair of dancing clowns made of precious stones

Has his experience in the broader business and financial sector helped? “I think what has helped me is working with people with very different profiles. That’s been the most valuable thing. When you go from an environmental project to working with software engineers, working with more high-tech people, working with people in schools, you get used to going from one profile to another and to working with very, very diverse profiles. So, I can talk with people in the vineyards and I can talk with people on the market and I can talk to the people with the Ryder Cup [Mouton Cadet is the official wine of the Ryder Cup] or I can talk with the manager of the Festival de Cannes. They’re completely different types of people and the fact that I have had my own professional experience before has helped me to really make the difference between managing people with very different profiles. That’s probably one of the characteristics of the wine business, is that you really go from the vineyard up to the end of the line, who can be art collectors.”

A large wine cellar with rows of barrels and a crested back wall

The wine empire’s crest on the walls of the cellar

Over the past 20 years, wine has made a transition from being a drink enjoyed by those with the taste and means to acquire good bottles, to a trophy with, at the highest level, an ever-spiralling price. A case of Mouton Rothschild from a good vintage can cost as much as a new compact car, or a haute-horlogerie watch. Is Sereys de Rothschild in the luxury goods business, I wonder?

“No. I don’t really know which business I’m in,” he says. “In other words, in some ways we are in the luxury business, in some ways we are in the collecting business, in some ways we are in the limited series business, in some ways we are an agricultural product, in some ways we are in the tasting and drinking business. Where are we? I haven’t got the faintest clue. But that’s what makes it exciting and very difficult because we are not a luxury product, but we are in some ways a bit of a luxury product.”

Has China, which has been at the heart of the soaring demand for fine wines, affected the way the company does business?

“I would say it has affected it in the right way. What I like about the Chinese market is that it’s really a market of people who like wine, who drink wine, where wine has become part of their life. When they need to celebrate something they think about wine, which is very important, and it’s become a market of people who know wine well and who talk about wine in a very intelligent way. And don’t forget that Chinese people are very sensitive to education, and you cannot understand wine without having some sort of an education process. There is an initiation approach to wine and the Chinese people have understood that. And when you listen to Chinese people talking about wine, some are astonishingly knowledgeable. It’s real wine market in the long term, and a market of real, high-quality wine consumers.”

The wine world has evolved in recent decades. Mouton Rothschild and its fellow ‘first growths’ remain at the top of the ladder, but competitors have arrived from Napa, Italy and elsewhere, and the mid-market, where Mouton Cadet sits, has never been so crowded. What are the challenges facing the business?

“Staying at the top, which is sometimes more complicated than one thinks. The exposure that we have in the media has been multiplied [by the rise of digital media], which puts more pressure on us. It makes us more well-known, but at the same time if you make a mistake or if something goes wrong everyone will know it, so it exposes you much more. But at the same time, it’s very exciting because you’re much closer to the consumer. If they open the bottle and they don’t like it, you know. And 20 years ago, we could guess, but we didn’t know. So, you’re much more in contact with the end of the line, than we were before. Which actually makes things much more rewarding because you know what you’re there for. You know that you’re there to satisfy customers, much more than 20 years ago. So, it’s actually a very rewarding thing and the digital revolution is for me, very positive. The more I hear about the consumer and the more I know the consumer is happy, the happier I am.

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“That’s the first thing. The second thing is that the market has become much more competitive, at all levels. In other words, it has become very competitive for Mouton Cadet because there are all the Italian wines, all the Australian wines, all the Chilean wines. So we have to fight for our space. But at the same time, it’s also true for cult wines and iconic wines. In other words, the first growths of 20 or 30 years ago were not quite alone, but the market was not too crowded. Today it’s getting more and more crowded. At the same time, it’s exciting because it’s a challenge and it puts pressure and you’re there to make things even better all the time.”

Château Mouton Rothschild has also been working to support the arts, in the form of the collections at Versailles, the legendary palace outside Paris. How do the two châteaux work in tandem, I wonder? “Mouton is linked to paintings, Clerc Milon is linked to dance. So that’s why we really have two very different things. Back at Mouton, because we’ve always been exposed to contemporary art, and it so happened that a certain number of artists that exhibited at Versailles – Anish Kapoor, Lee Ufan and Bernar Venet – also did the label for Mouton. We got in contact with Versailles and said, ‘Can we help you in any way with your contemporary art exhibitions?’ They were very enthusiastic and that’s what we decided to do. Without being immodest, Versailles is an institution, but so is Mouton in a way, although that’s not due to me, it’s been an institution since before I was born. Getting two institutions together that both represent in their own way the ‘art de vivre à la française’, I thought was… rather a great mix.”

There are sounds of activity coming from outside the room; Grand Mouton is gearing up for a celebratory meal with the jury. Sereys de Rothschild smiles as he shakes hands goodbye, and disappears through one of the doors for Sunday lunch with some leading lights in the arts, whom he is supporting. As I walk out along the perfectly raked gravel, and look at the immaculate lines of vine leaves alongside me, I reflect that the faces of the young dancers, the jury members and the patrons may be different, but everything they are doing is comfortably, commendably, consistent through the centuries.

Portrait of Philippe Sereys de Rothschild, head of the Rothschild wine estates

Philippe Sereys de Rothschild on his favourite vintage of Mouton Rothschild:

“It’s difficult! I could mention the greatest vintages: 1945, 1959, 1961. The trouble is, I drank bottles of 1961 when I was much younger – 18 to 20. I drank a bottle of 1961 for my sister’s wedding, and another on her 10th wedding anniversary. Some guests came from England and one person was born in 1961 so we opened a bottle. Each time was different, so how can I say which was the best 1961? The magic about these wines is that they are never the same. They are always fascinating, they are always fabulous. So, if you ask me whether I prefer the 1945 or the 1961, I’d give you one answer today, and a different answer in five years.”

Discover Château Mouton Rothschild: chateau-mouton-rothschild.com

This article originally appeared in the Autumn 2018 issue. Click here to read more content: The Beauty Issue

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Grand hotel entrance with british flag flying at the doorway, a car parked outside and lights glowing from the windows
Grand hotel entrance with british flag flying at the doorway, a car parked outside and lights glowing from the windows

The entrance to the Corinthia Hotel in Westminster, London

Under the leadership of Alfred Pisani, Corinthia Hotels has grown from a single family-owned banquet hall in Malta to a global luxury brand with properties in 9 destinations and forthcoming openings in Dubai and Brussels. LUX speaks to the Maltese businessman about the challenges he’s faced, his guiding principles and the importance of creating a strong employee culture
Portrait of Maltese businessman and Corinthia Hotels founder Alfred Pisani

Founder & Chairman of Corinthia Hotels, Alfred Pisani

LUX: You developed one of the first deluxe hotels in Malta on your family’s estate. Can you tell us about that story?
Alfred Pisani: It’s a long story but I’ll try and abbreviate. Basically, I was not planning to become a hotelier. My interests when I was at college were mathematics and science; a very logical style of thinking, which I think is very important to our life anyway. My father had just bought a beautiful, majestic villa with some 20,000 square metres of land and wasn’t quite sure whether we were going to live in it or he was going to do business in it. Unfortunately, he passed away four months later, and suddenly, together with my brothers, I had the responsibility of deciding what to do with this property. The place had not been lived in for a number of years and obviously deterioration had taken place, so our first step was to try and put that right. I went to the bank and got a loan, which my uncle supported me with in terms of security, and we first started using this magnificent hall for receptions and weddings, parties and so on.

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Then one day someone came along and said, ‘Why don’t you provide the catering as well?’ so we brought in an outside caterer to help us with that request. After that, we organised a proper kitchen, and then we opened our own restaurant. Two years down the line, there was a big drive from the government to give incentives to entrepreneurs, as the country was changing the economy from  one totally dependent on a naval and military base (as the English were pulling out), to one where we would have industry and tourism, to create a new economy. So I applied, and I went with my own drawing of a forty-room hotel to the appropriate ministry, but we were told we wouldn’t qualify unless we had a minimum 150 rooms.

Vintage photograph from the opening of Corinthia Palace in Malta

The opening of Corinthia Palace in Malta, 1968

A few weeks later, I went back with an elongated hotel with 156 rooms. And the guy said to me, ‘So you have money for 40 rooms, but do you have room for 156?’ I said, ‘Well, no, but the bank does. They’re going to give us the money.’ He was amused, but I still went through the motions. I went to one bank, and then another, and then another, and eventually I found one large enough to handle the job. The same question was asked about our equity, and I told them the equity was the building, the ground and our effort. We got 100% funding, and this is something I’m still proud of today. That was unheard of then. But I assume the timing was part of the whole success; there was a tremendous push to bring in foreign currency and to create a new industry.

Then when I came to build the hotel, I found the local contractors were very busy and too expensive, so I decided I’d be the contractor. I actually employed people from the street – literally. And I’ve never built a hotel as fast as that. Never. Today I keep saying to everybody, ‘We do so many drawings that we’d have enough paper to build a hotel out of it.’ But obviously things have become very much more complicated with all the electronics and everything. It’s quite remarkable, though, what one can do when one is determined. I remember buying a second-hand mixer to do the concrete, and we would throw in the aggregate, the sand and the cement and I’d hold a pipe and I’d look it and say, ‘Hmm, yes, the consistency looks right, let’s pour.’

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You know, it’s remarkable with what you can do with nothing. We would work from 6 o’clock in the morning until about 11 o’clock at night, day in, day out, for around two years. And then we opened and it was successful. Again, there were coincidences that helped us along the road and we took the opportunities. Some decisions were very difficult to make in terms of bringing in new partners and going from one playing field to a more advanced one with new shareholders and new standards. And you have to remember that we didn’t have a home market. The banks couldn’t come aboard with us, because they just didn’t have the capital to do that. So, each time we went to an outside destination we’d have to talk to banks who didn’t know us. That didn’t make it easy. You really had to prove yourself. And you had to appoint new architects too. This was what I found most difficult. If you got your first step outside your island wrong, it would just knock you out. So you couldn’t afford to get it wrong. At that time, I didn’t think like that: I just went and went and went. I never had a doubt in my mind. I suppose that’s the beauty of youth, when you are full of enthusiasm and determination but you are limited in your expertise and experience: that combination worked well for us.

Vintage photograph of woman sunbathing by a hotel pool

Ladies enjoying the pool at Corinthia Palace, Malta in 1968

We have always focused on trying to achieve the best. I don’t think in the early days we gave more importance to visibility as to the quality. I have a strong conviction that quality will win the day. You have to get every step right and then the results will be right. I had a natural tendency to focus on the details and trying to get everything right with the strong belief that that was ultimately what would produce the results I wanted. We don’t have a real measure. I used to say, ‘If I sow one hundred seeds, ninety-five will grow, because that’s part of nature.’ So as long as you move with the current of nature, the results are going to be further growth. There were these very strong principles from a very early stage, and I was constantly trying to share my beliefs and direction with everybody else.

LUX: What do you think sets the Corinthia apart?
Alfred Pisani: Well, today, after so many years of growing a hotel out of a very small country, we have brought another element into our consideration. Not only do we believe in ‘doing it right’ in order to generate a positive return, but we’ve gone one step further by saying we want to “uplift lives”. It will probably take a long time to appreciate what I’m trying to say; I didn’t think like this when I was younger, but it’s something people get to eventually. If you want a more productive outcome from your colleagues – I don’t like to call them employees – you must identify a sense of caring. If you share your knowledge, give a helping hand and show respect, this creates a more committed work force, where everybody is aligning the energy. It’s just like in a magnet: when you align all the atoms instead of having them in disarray, you create a magnet. Simply by infusing a sense of discipline and purpose, you can align everyone’s energies to think in the same direction. You create an energy where, like a magnet, though you can’t see it, you can sense it.

So, from being totally focused on wanting perfection, it has translated itself over the years into saying how can you make everyone within the family more successful as an individual? You must sleep well, eat well, socialise – work is just another aspect of this holistic responsibility. If you can get your engine to be firing correctly on all cylinders, you just get your efficiency a bit higher; you fine tune it. That’s what I think sets Corinthia apart. We have a very close interaction with our personnel. We call it the family. I truly say this with all sincerity: people who have come to the company, and even those who leave the company, will always remain Corinthians. They will always show respect. I say this with a lot of conviction and satisfaction.

Luxury hotel bedroom with a double bed and open plan bathroom decorated in stylish neutral tones

A suite at the Corinthia Hotel in London

LUX: We’ve been discussing your properties in Malta – is that your biggest market?
Alfred Pisani: If we go back to when I opened my first hotel in 1968, at that time, with Malta still having a semi-colonial relationship with Britain, all we knew was the UK. We bought everything from the UK, right down to the smallest screw. Our tourism came from the UK, I would say 99%. There was no corporate business because there was no business. People came mainly in summer. Their stays would be long stays – one or two weeks – and it was all handled by tour operators, who distributed the brochures and displayed the hotel across the UK. They would come over in August and agree the rates for the following year. Everything was agreed a year in advance.

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Over the years the government and hoteliers realised that it was necessary to diversify for the future and effort was put into marketing it in Europe. And this has, over the years, mainly succeeded, because now we have visitors from all over. Possibly Britain is still number 1. I think it’s a healthy situation to arrive at. When we came to open in London, we knew what the story was. In the five-star business, you had the home market and the United States. So we made a big effort in the United States to win our share of the five star business coming to London, competing against all the other well-known brands, who have been there for a very long time. I think we did very well in penetrating the market in the space of two or three years.

Luxury indoor swimming pool with soft lighting and blue tiles

The Pool at ESPA, Corinthia London

LUX: What’s the biggest challenge in investing in other countries?
Alfred Pisani: As I said earlier our bankers, our lawyers, our everything could not move with us. We had to look for destination  where their business had a similarity to us such as resort businesses, holiday businesses, and where it was not too expensive that we could not afford it. I couldn’t dream of coming to London or New York so to begin we built five hotels in Turkey and because I didn’t feel confident enough I looked for Turkish partner.

After 1990 when there was the dissolution of the Soviet Union, tremendous opportunities were available in Russia and all the Eastern European countries came by cheaply. Now, we were, I think, even ahead of the banks! We went into St Petersburg and Budapest and so on and they were good opportunities. We visited every single east European country that had now opened, but what I didn’t have, because I don’t think we were wise yet or we didn’t have the reputation yet, was funding and support from a consult team of banks and institutions which was somewhat of a handicap because the opportunities I met were tremendous.

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LUX: And you’ve got properties opening in Brussels and Dubai?
Alfred Pisani: We bought the property in Brussels so that belongs to us, but in Dubai we are purely in management. We will run our flag on one of the most beautiful hotels to be built in Dubai and it will be Corinthia, but we are not the owners. We have supported it in the designs – it will be stunning and it’s set to open in 2020.

In the meantime, we have been operating two other properties on behalf of the same company, the Meydan Group. They have the Meydan Hotel which has big horse racing track and all of the bedrooms overlook the track. It’s a very successful property and we have seen tremendous increase in the bottom line since we took over, together with another hotel which they own in the desert called Bab Al Shams. So, apart from investing in our own properties I think now we have a brand that is visible enough and that is providing good enough standards to also offer it to third party owners and hopefully expand our brand in many more hotels without necessarily putting in capital.

Luxury restaurant interiors with a sculpture of a man in a suit, dark green walls and plush red sofa seating

The restaurant at Corinthia London, headed by Michelin-starred chef Tom Kerridge

LUX: What’s the hardest lesson you’ve had to learn?
Alfred Pisani: I think the lesson I learnt was a confirmation of the conviction I already had to do everything properly and that by doing everything properly, you stood a much bigger chance of success, as opposed to taking shortcuts. We kept to this principal and we would never get involved with political parties in countries. What I realise today, which I didn’t realise at the time, is that I think we were right  in the way we negotiated and I don’t think I would change it if I had to do it all over again. My advice to those who are still starting is keep on the straight.

LUX: Do you see a difference in what younger and older travellers expect from luxury?
Alfred Pisani: Yes, there has been a change of expectations from the customers in terms of the hardware, for example, bathrooms. However, the basic ingredients that they look for haven’t changed. Are you welcomed with a smile that is genuine and not plastic? Do you truly, collectively, radiate an energy of positiveness, which makes the customer feel good even though he cannot put his finger on it? Those elements haven’t really changed that much. I don’t know whether in a number of years to come whether we will be interacting with one another in a deeper way by the development of our intellect, the telepathy, the ability to feel and sense each other in a stronger way with the support of electronics… That’s the future.

LUX: And what about the future of Corinthia Hotels?
Alfred Pisani: Growth. I am sure that the principles that we have worked with will be maintained and the new phrase that was created recently in our last general managers’ meeting in Brussels: “uplifting lives”. That phrases encompasses how we want to continue helping our colleagues to grow and become better people.

Discover Corinthia hotels: corinthia.com

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