29/06/2021

INTERVIEW: Laurent Vanhoegaerden, manager of Hôtel du Cap-Eden-Roc

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Since 1870, the Hôtel du Cap-Eden-Roc, nestled in a 9-hectare pine forest in the Cap d’Antibes peninsula, has been offering dreamers and beauty lovers alike the most peaceful scenery of the French Riviera. Here, the atmosphere is permeated with the glamour of Hollywood stars. However, what strikes most about the Côte d’Azur legend is its authenticity and soul, forged in the course of history and all its past encounters*.

Laurent Vanhoegaerden has been working for about fifteen years in this little gem, cradled by the softness of the Mediterranean vegetation. With a highly successful career in the most beautiful Parisian luxury hotels, followed by a transition in North America, he finally joined the exceptional Oetker Collection. On the occasion of the reopening, but also of the 150-year anniversary of the hotel premises, which was celebrated on June 4th, he unveils for Vendôm his vision of management and the unique atmosphere pervading the collection venues, as well as the creation of the myth surrounding the Hôtel du Cap-Eden-Roc.

Vendom.jobs – Was luxury accommodation an early career dream? What motivated you to take the lead of such beautiful establishments?

Laurent Vanhoegaerden – The course of my career unfolded quite naturally, through various encounters with inspiring personalities and the opportunities they offered me. At 15 years old, I found a summer job in a Novotel (Accor group) in the Paris area. That experience made me aware that I had to attend a hotel school, which I later did in Le Touquet.

Subsequently, I was lucky enough to carry out my first internship in Cannes, within the Barrière group. I was directly immersed in the universe of high-end hospitality. I enjoyed it so much that, at the end of my curriculum, the group offered me a permanent contract – I was only 18! Richard Duvauchelle, who was the general manager, decided to leave and handle the opening of the Nova-Park in the 8th arrondissement of Paris. In 1981, that project was very ground-breaking – the hotel featured a fitness centre, a swimming pool, many innovative equipment for a Parisian hotel: two night clubs, three restaurants, and even suites with their own private swimming pool! I joined Richard Duvauchelle in this project and in five years only, I went from commis to head waiter, then maître d’hôtel.

Later, I joined the Hôtel du Louvre as restaurant and bar manager. Christian Falcucci, general manager of the Hôtel Balzac, hired me to supervise the gourmet restaurant, then promoted me as the F&B manager for the hotel, and for the newly opened Hôtel de Vigny.  After this experience, I left for Canada. When I was offered the position of restaurant manager of the Crillon, I did not hesitate to come back to France. The experience lasted 12 years as restaurant manager and eventually resident manager, and allowed me to meet Philippe Perd. In 2005, he decided to take over the Hôtel du Cap-Eden-Roc. Initially, I had joined him for a position of F&B manager. 15 years later I am still here. It becomes clear that my career’s evolution has been gradual and has followed the course of my encounters with generous managers and visionaries.

V.J. – During such a fulfilling path, did you develop a management “philosophy”?

L. V – It quickly became very clear to me that when you have responsibilities, you have to be in the field all the time, as close as possible to your teams. As Philippe Leboeuf used to say: “managing by walking around” is essential. I always followed this dictum, and it worked perfectly well for me, and it has evolved over time. I do not like to shine at the expense of others. A manager must listen to his collaborators and promote their ideas, not adapt them. Putting myself forward to crush my collaborators does not reflect my personality at all. In fact, I do not think you can deliver efficiently on management if you are unable to satisfy these requirements of understanding and flexibility. What matters most is to share the same values.

V. J. – During the lockdowns, what first steps did you take towards your collaborators as a director?

L. V. – We decided very early to stay in contact – we continued to organise meetings between heads of department and their collaborators, through Teams, because we realized that we had to give an answer to our collaborators’ many questions and be reassuring, as our role demanded. Twice a month, the human resources department fixed several optional appointments with the teams. Initially, the teams were invited to ask all their questions, then a free discussion was held. Keeping this cohesion and exchanging ideas was the key to our successful reopening.

V.J. – Did you take advantage from this situation to introduce new features in the working relationships among collaborators?

L. V. – Actually, we did. In particular, we were able to take the time to focus on succession planning, and have a better overview of our employees’ career path. Our regional human resources manager, Clémentine Lacombe-Menassol, urged us to do it for all key positions in all the hotels of the collection. Moreover, we think that this type of initiative is important to attract new talents. Juniors need to have visibility in order to know what they can concretely be offered.

Also, we always rely on a programme we highly value and that we have been using for four years: “Vis ma vie” (live my life). We offer all the collaborators wishing to participate the possibility to exchange their function with a colleague for 48 hours. In an environment of almost 500 employees, this idea is appreciated as it encourages people to exchange, optimises cohesion among the various services, and also enhances communication.

V. J. – In this regard, let’s revert to the question of attracting talents. What can be done to ensure that professions as demanding as those of luxury accommodation and restoration continue to attract younger generations?

L. V. – What matters most is to offer them something practical; being honest and offering them solid career paths, so that they can plan ahead. However, I believe we still have a long way to go and that hoteliers must reconsider their methods.

20 or 30 years ago, managers were very directive and could still take the liberty to ask for tireless work from their teams, whenever they pleased. With the implementation of the 35-hour week, things changed. Sadly, many managers still believe they can demand that many sacrifices from their young collaborators. In my view, if the image we convey is one of a harsh profession with a low pay, we will never succeed in attracting motivated and passionate people. Our collaborators must find a healthy balance between their private and professional lives and we must be able to ensure that they get it.

V.J. – With regard to the return of your customers and the possibility to rent your superb private villas, which other adjustments did you imagine to ensure the safety of your customers?

L. V. – First and foremost, from a human point of view, we asked our employees to make sure they show as much benevolence as possible upon their return. After this long interruption, we will welcome a number of our loyal customers, namely Americans, who will be seeking not only health safety, but also and most of all, global security. 

Of course, these are operating procedures we were already following before the Covid crisis, but we know that our customers will need even more attention. For example, one of our services consists in going to the airport and in meeting our hosts directly at their aircraft door. In other words, the hotel takes care of them as soon as they land.

We also asked our department heads to imagine what amenities and activities they would be happy to be offered upon their return. We are fortunate to have a 9-hectare park. Our hosts can enjoy the beach and our spaces without going out too much. However, the concierges, who know them well, may suggest them outdoor activities according to their tastes: galleries, exhibitions, etc. We make it a point of honour to brief all our teams to interact with the customers. The swimming pool manager, for example, must be able to exchange with a customer. This is what the signature of luxury establishments means: detecting our customers’ expectations and anticipate their needs. Only an exchange between individuals can make this happen. I meet all our customers personally and I take time to discuss their stay with them.

V. J. – Could you tell us more about the lovely surprises that the Hôtel du Cap-Eden-Roc imagined for its reopening?

L. V. – We are very happy for the acquisition of our new Saint-Anne villa, located at the Cap d’Antibes peninsula, as it offers a sumptuous panorama on the Juan-les-Pins bay. It consists of five rooms, with a spa, a hammam, a swimming pool, a fitness room… I is built in Italian Renaissance style and has a very romantic atmosphere, surrounded by an Italian garden adorned with the fruit trees that we planted.

More prosaically, we have started the immense work of re-roofing the building, which had remained untouched for 100 years! We also redesigned our famous wide alley, which connects the hotel to the Eden Roc. Lastly, we are pleased to welcome in our garden, and for all the season, eight sculptures of the multi-talented artist Manolo Valdés.

V.J. – If you had to summarize in a few words the soul and the history of this mythical address, what would they be?

L. V. – I think that we cannot speak about the Hôtel du Cap-Eden-Roc without mentioning the family atmosphere it was already impregnated with 100 years ago. When leafing through the pages of the book published by Flammarion* Editions, the depicted scenes of bursting family life around the swimming pool are more than familiar. And in fact, some of these families have been coming to our premises for 40-50 years! The hotel belongs to their personal history and is considered by most of them as their second home. Of course, in the time of the Villa Soleil, it was also an inspiring place for international artists.

It is rare enough to say, for a luxury hotel, that the particularly unique atmosphere of the place is also due to the families who come and meet there, year after year. The spirit of the Hôtel du Cap-Eden-Roc developed in the course of these personal stories, but also of History, as it was, of course, requisitioned during the wars. It is a monument and a reference point for local people as well, who used to come here and work here…

For that matter, a few years ago we had the initiative to offer a very specific, intimate and symbolic gift to our customers who have been coming for more than 30 years: planting a tree bearing their initials in our garden.

In my view, our secret lies in the fact that we succeeded in maintaining the aura of these 150 years of history, of this strong heritage, and of its soul, without ever altering them, and by continuously reinventing them through time. 

* Hôtel du Cap-Eden-Roc: La légende éternelle de la Riviera, Alexandra Campbell, 2021: Flammarion.

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