From his early days in the restaurant industry to managing some of the most renowned hotels, he embodies both excellence and innovation in luxury hospitality. With over 20 years of experience, Brice has blended passion and expertise to redefine the standards of high-end service.
In this exclusive interview, he reflects on the key moments of his career, his leadership approach, and how he continues to reinvent himself in an ever-evolving industry.
Can you tell us about your career, from your early days in hospitality to your current role as General Manager of Hôtel de Paris Saint-Tropez ?
At 14, I joined the Toulon hospitality school and began my first internship at Le Moulin de la Camandoule, a 3-star hotel in Fayence. I returned every holiday for three years until I graduated. Upon finishing high school, the owners offered me my first contract on the condition that I learn English: "You must speak English, Brice!" This led me to spend a year at Hilton Park Lane in London, starting in night room service before becoming a commis in the fine dining restaurant - a proud moment! I found my calling.
My career then allowed me to work with renowned chefs and sommeliers, such as Gordon Ramsay, Jacques Maximin, Christian Villers, Philippe Jourdin, Éric Beaumard, Enrico Bernardo, and Philippe Faure Brac. In 2003, I joined the opening team of Four Seasons Resort Terre Blanche, where I spent nine years, eventually becoming Director of Food and Beverage. I then moved to the Seychelles as Director of F&B for Four Seasons. In 2012, I was assigned to the opening of Four Seasons Johannesburg.
I returned to France in 2015 to join the team at Prince de Galles in Paris as Deputy General Manager, working again with Stéphanie Le Quellec. After three years, I had the opportunity to become Hotel Director at Peninsula Paris, where I worked until 2022. It was during this time that I met Pierre Ferchaud, then General Manager at Hôtel Raphael, my neighbor. In 2023, I joined him at Hôtel de Paris Saint-Tropez for a one-year transition before taking over as General Manager. It is truly a return to my roots in the Var region.
Your career began in luxury dining, and you've also been involved in major projects, like the pre-opening of Four Seasons Westcliff in Johannesburg. What were the most significant moments of your journey, and what achievements are you most proud of?
Throughout my career, I've had the privilege of being part of two major Four Seasons hotel openings - unforgettable experiences that I wish every hotelier could have. These large-scale projects involve both excitement and challenge: crafting strategies, overseeing the construction progress, and feeling the adrenaline rise as the opening date approaches. A phrase resonates in all departments: "We'll never be ready!" And yet, everything always falls into place. Training new teams, welcoming them with enthusiasm, and then living through the magical day when the hotel opens its doors for the first time. That moment is a source of immense pride, as it’s the result of collective effort.
My time in South Africa left a profound mark on me, beyond the professional side. There, I was deeply moved by the richness of human relationships. I encountered immense generosity from people who, materially, had little but gave everything with a sincere smile. The contrasts were striking. I remember particularly the uniform fittings: some employees put on leather shoes and white shirts for the first time, their pride was so palpable that they refused to take them off, eager to show them to their families in Soweto on their way home. That simple yet authentic joy deeply touched me.
When my mission ended after three intense months, I left the country with a heavy heart. These moments of sharing and humanity remain engraved in me as a precious and inspiring life lesson.
Now that you're at the helm of Hôtel de Paris Saint-Tropez, how do you continue to reinvent yourself as a leader in such an evolving sector as luxury hospitality?
Listening to new generations, our teams, and the environmental changes in the market is essential to move forward with shifts while preserving the foundations of our profession. As General Manager, I believe it’s crucial to pass on our experience and knowledge.
Our role goes far beyond management or strategy development. We are the guardians of the values of our profession, enriched by our experiences, encounters, and travels. This mission of transmission is vital to ensuring the continuity and authenticity of our industry.
Welcoming our clients and teams means offering them a true experience - a personal connection and unique moments that touch the emotional. Being able to move people and create those unique moments is the essence of our mission.
Our profession is a treasure, an invitation to discover new surprises every day through encounters and journeys. In a world where everything evolves at a rapid pace, it is essential to be responsive, to renew oneself, and to adapt continually.
As a native of the Var, how does your personal connection to this region influence your approach to managing Hôtel de Paris Saint-Tropez?
Saint-Tropez is where my career began, at the restaurant Le Girelier on the port and later at La Bastide de Saint-Tropez. These enriching experiences, combined with my nine years at the prestigious Four Seasons Terre Blanche, have undoubtedly helped me as I took on the leadership of Hôtel de Paris Saint-Tropez.
But I also had the opportunity to work in Paris and abroad, experiences that allowed me to develop valuable expertise and broaden my professional horizons. Returning to the Var to apply this knowledge is a true source of pride.
Passionate about wine and gastronomy, I find endless inspiration in this region, with its rich culinary heritage and diverse terroirs.
What approaches do you implement to ensure that every member of your team shares your vision of luxury hospitality and feels valued in their role?
Involvement, communication, and information sharing.
To succeed in implementing a project, it’s crucial to present it to department heads. Their involvement is key: they are the ones who will bring the project to life and carry it forward daily. The goal is to unite them around a shared vision.
I opt for simple, clear, and regular communication. Organizing regular meetings to follow up on projects, nurture ideas, and evolve them. These exchanges strengthen credibility both ways: they build trust while valuing each person’s initiatives.
I also provide the team with opportunities to speak freely. This season, I launched a simple and friendly concept: once a month, I invite 6 to 8 talents from various departments to gather for an informal lunch at the hotel restaurant. Without predefined questions, this moment of sharing allows us to rediscover each other in a relaxed and authentic atmosphere. These colleagues, who cross paths every day in the staff restaurant, often realize they don’t know each other’s names or shared stories. Sometimes, they discover they come from the same town or have worked in the same places without knowing it. This is how we create genuine connections and give real meaning to "Connecting the dots."
What message would you like to convey to future leaders in hospitality?
This profession is exciting, and I believe it is in the midst of transformation. Today, we need leaders who deeply believe in the importance of people and innovation.
Future hospitality leaders must be visionary, able to embrace technological changes while preserving the essence of the profession: offering a memorable and authentic experience to guests. I think it’s essential to cultivate a true passion for hospitality and to value the talents of their teams, as it is they who embody the soul of the establishments.
Finally, to end on a more personal note, if you were:
- A book: Unlimited Power by Anthony Robbins
- A place: The coastal trail in Saint-Tropez, where I run regularly - it offers spectacular views of the Mediterranean
- A song: "Je te donne" by Jean-Jacques Goldman and Michael Jones. It’s about passing on and... I love the guitar.
- A memory: The birth of my children!
