Meeting Nathalie Seiler-Hayez, Managing Director of Swiss Deluxe Hotels: A leadership inspired by innovation and excellence in luxury hospitality

Luxury hospitality requires a balance of performance, creativity, and humanity, values that Nathalie Seiler-Hayez, Managing Director of Swiss Deluxe Hotels, embodies with success. 

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From her early days in the sales department to her international management roles, she has combined strategy, talent management and innovation to take the prestigious Swiss brand to new heights. In this interview, Nathalie opens the doors to her world and shares the keys to her achievements in a sector that is both demanding and inspiring. 

Hello, can you take us through your career journey, from the early stages to your current role? 

I started my career in the sales department at the Hôtel Lutetia in Paris, initially handling the Swiss and German markets. Later, I expanded my responsibilities to include the British and American markets. These roles required frequent travel, allowing me to build a strong network, particularly with American travel agencies that were influential at the time. Eager to deepen my relationships and better understand the Anglo-Saxon mindset, I decided to move to New York and join Rosewood Hotels & Resorts. This experience strengthened my ties with key industry players and broadened my international perspective. Later, I felt the need to return to Paris and reconnect with hotel operations, which led me to the Hôtel du Louvre as Deputy General Manager under Xavier Le Ru, who trusted me with this role. This collaboration was an intense learning period, preparing me to take on the General Management of the boutique Radisson Champs-Élysées hotel. It was an excellent first opportunity to exercise leadership. Afterward, I moved to Bordeaux to open the Grand Hôtel. Three years later, I continued my career in London, where I took on the General Management of the legendary Connaught. This experience, at the heart of the British capital, was incredibly rewarding. After five wonderful years in London, I moved to Switzerland to lead the Beau-Rivage Palace, where I stayed for seven years. Later, I decided to leave operations to take on a new challenge by joining Swiss Deluxe Hotels in my current role. 

Your career began in sales and marketing before evolving into leadership roles. How does this marketing expertise influence your strategic vision today? 

This experience in sales and marketing has been extremely valuable because it helped me understand revenue generation, identify customer needs, and better understand their expectations. These key insights have been the foundation for developing products and services perfectly aligned with their needs. This background has also pushed me to constantly monitor the competition, stay aligned with global trends, and draw inspiration from other luxury brands. It has undoubtedly shaped my strategic vision. 

As the Managing Director of Swiss Deluxe Hotels, you oversee a network of several dozen luxury hotels. How do you maintain consistent excellence with the members of your prestigious association across diverse hotel environments? 

We have a quality committee that not only audits potential members but also conducts an in-depth visit every two years to each of our properties. Additionally, our hotels are annually inspected by LQA, an external company specializing in evaluating product and service quality. To retain their status within Swiss Deluxe Hotels, properties must achieve a minimum score of 85% in these evaluations. If they do not meet this threshold, they must leave our organization. 

What are your strategic priorities to ensure the sustainability and growth of the Swiss Deluxe Hotels association? 

Our primary goal is to preserve exceptional quality. With the most prestigious palaces in Switzerland, it is crucial to maintain this level of excellence. To do so, we must support hoteliers by providing them with a platform for exchange and inspiration focused on key themes such as: 

Our ambition remains unchanged: to continue shining a spotlight on Swiss luxury hospitality. 

Swiss hospitality is perceived as a model of excellence. What role would you like to play in ensuring Swiss Deluxe Hotels continues to embody this excellence while innovating for the future? 

Switzerland is often regarded as the birthplace of hospitality, with its many prestigious hospitality schools. Our hotels significantly contribute to this reputation, with so many palaces for such a small country. We have 43 establishments, including the Beau-Rivage Palace in Lausanne, Gstaad Palace, Baur au Lac, Dolder in Zurich, Badrutt’s Palace in St. Moritz, Hotel de Bergues, Four Seasons in Geneva, and the Bürgenstock in Lucerne. 
Many of our hotels are destinations in themselves, each with its own strategy and positioning, but all striving for excellence while innovating without losing their soul and history. It is essential that this hospitality continues to lead the way, inspiring both guests and talent. 

What skills are essential to succeed as a Managing Director in luxury hospitality, and what advice would you give to young women aspiring to reach leadership positions? 

A career in luxury hospitality requires a combination of technical and interpersonal skills, with a keen attention to detail, strategic vision, and inspiring leadership. Perseverance, passion, believing in yourself, being visible, seeking female role models, taking risks, working on work-life balance, constantly learning, and dreaming big are all vital components for success. 

And to end on a personal note, if you were… 

- A fragrance: Jour d'Hermès, I never leave home without it 
- A song: "Don’t Stop Me Now" 
- A movie: Love Actually… it says it all 
- A personality: Oprah Winfrey, an engaged woman with an innate sense of communication and a deep desire to make a positive impact. 
 

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