Villars Palace

The property was moving from its former Club Med identity to that of a palace. The spa needed to find its place within this new direction and meet the expectations of a different clientele. When I arrived, construction was nearing completion and four months remained before opening. My role was to build the operation behind the nearly finished spaces, so the spa would be ready to welcome its first guests. I built the offer and organisation around one question: what experience to create, and how the team could deliver it every day alongside the other hotel departments.

The brand selection, treatment menu, three new treatments, service standards and recruitment of nine team members all followed from that direction. I stayed for four months after opening to support the team and adjust the operation. The guest journey became smoother and revenue increased week after week.