I work with you to create a spa designed for its guests, organised for its team and fully integrated into the day-to-day operation of your hotel, with practical decisions at every stage.
I step in once construction is under way, or at any stage of a takeover or upgrade. I always visit the property at the start of the project. This visit is essential to understand the space, meet the team and grasp how the hotel operates. For a new opening, I review the plans and available documents, including the business plan when one exists, without producing it. With the person leading the project, I set the priorities and schedule. I then connect the spa’s ambitions with the realities of hotel operations and turn them into practical tools for the team. I remain present through testing, opening and the first days of operation. The rest of my work can continue on site or remotely as needed.
Eight areas of support
01 / 08
Positioning and concept
Together, we define the target guests, the spa’s role within the hotel, its identity and its service level. The concept then guides the offer, spaces, brand partners and the decisions required to turn that direction into daily spa operations.
Spa concept and treatment menu
02 / 08
Treatment menu
I build a menu suited to the guests, number of treatment rooms and team skills. Treatment lengths, pricing, seasonality, local clients and hotel guests are considered to create a clear offer that the team can deliver efficiently each day.
Spa concept and treatment menu
03 / 08
Guest journey
I map every stage of the journey, from booking to leaving the spa. I align the welcome, guest information and communication with the hotel front desk to remove gaps, inconsistencies and unclear points before, during and after each treatment.
Spa operations and procedures
04 / 08
Operating model
I build demand scenarios to define guest capacity, staffing levels and schedules. They also provide the operating assumptions required for financial forecasts, frame the opening budget and organise the purchasing needed before launch.
Spa operations and procedures
05 / 08
Standards and procedures
I write the procedures, checklists and tools that structure daily operations. I can also select the management software and organise booking, reception, billing and stock processes, together with the flow of information between the spa and hotel.
Spa operations and procedures
06 / 08
Recruitment
I identify the roles required and write the corresponding job descriptions. I then take part in interviews with the hotel to assess candidates, explain the project and help build a team suited to the operation and ready for opening.
Spa recruitment and team training
07 / 08
Team preparation
I prepare onboarding, procedures and coordination between the spa team and the wider hotel. Test days allow the team to rehearse the real guest journey. Training in brand-specific protocols remains the responsibility of the partner brands.
Spa recruitment and team training
08 / 08
Opening and operations
I build the opening schedule, support the test days and remain present through the first days of operation. After launch, I set up a dashboard to monitor performance, understand gaps against forecasts and decide which adjustments are needed.
Hotel spa pre-opening
Each service in detail
- Hotel spa pre-opening
- Opening schedule, preparation, test days, launch and the first days of operation.
- Spa concept and treatment menu
- Target guests, the spa’s place in the hotel, partner brands and the treatment menu.
- Spa recruitment and team training
- Job descriptions, interviews, hiring the spa manager and preparing the team.
- Spa operations and procedures
- Operating model, guest journey, SOPs, software and dashboard.
- Spa takeover and repositioning
- Reviewing the spa in operation, a new positioning and changes organised with the team.
- Hotel spa audit
- On-site review in operation, reading the figures, findings and prioritised recommendations.
The spa in detail. The hotel as a whole.
- Starting from reality
- I start with your spaces, guests, constraints and existing teams. Priorities change according to the project stage, available resources and decisions that have already been made.
- Tools built to be used
- Every recommendation must lead to a decision, document or action. I produce clear working tools that the team can use during preparation and continue using after opening.
- On site and remotely
- I adjust my presence to each stage of the project. Documentation and follow-up can progress remotely, while site visits, test days and opening support stay close to the operation.
Who I work with
- Independent hotels
- I help independent hotels create a spa aligned with their identity and resources. Management has one point of contact to connect spa decisions with the wider operation of the property.
- Seasonal resorts
- I support resorts and seasonal properties that need to prepare a spa within a tight schedule. The organisation accounts for recruitment, the operational build-up and the pace of the season.
- Groups and developers
- I work with hotel and real estate groups creating or taking over a property. I turn the project into operational decisions while keeping the spa connected to the priorities of the hotel.
- Renovations and takeovers
- I help hotels taking over, renovating or upgrading an existing spa. I review the spaces, tools and current team to identify gaps and organise the changes needed for day-to-day operations.