The hospitality industry is a cutthroat business. Establishments often close at a breakneck pace, and many are barely scraping by. Yet, amid this instability, some ventures have stood the test of time with flying colors. Over our many years of observing this sector, we have seen new venues revitalize entire neighborhoods, witnessed spectacular revivals, and gathered valuable advice from pioneers who have successfully built enduring establishments.
During a recent meeting, we spoke with hospitality veteran Thierry Teyssier, founder of the iconic Dar Ahlam and its 14 suites in Morocco nearly 25 years ago. He took this opportunity to distill his experience into a true manifesto for reimagined, intelligent hospitality.
Following this discussion, we’ve compiled other foundational principles shared by the industry’s brightest minds. Whether you’re looking to get started, turn your business around, or expand your empire, here’s a collection of essential advice.
1. Prioritize friendliness over rigidity
“Why should we limit access to a room to only after 4 p.m.?” asks Thierry Teyssier, pointing out that the modern hotel industry has become trapped in overly strict protocols.
2. Make check-in a genuine moment of connection
“Traditional hospitality erases individuality and favors a bland, predictable guest. On the contrary, our industry should celebrate difference and otherness,” he insists.
3. Restoring a soul to these places
“Today, a room in Bangkok looks almost identical to a room in New York, just as a hotel lobby in Miami could very well be in Casablanca,” he laments. “Hospitality must resonate like a dialogue: a silent, profound conversation between the space and the person occupying it.”
4. Building bridges rather than bubbles
“Welcoming someone doesn’t mean locking them away; it means opening doors for them. The hospitality industry must never act as a barrier isolating the traveler from their surroundings; its purpose is to immerse them fully in it.”
5. Evoke wonder rather than dazzle
“Awe is a subtle emotion,” he explains. “It has nothing to do with pomp, ostentatious luxury, or excess. The goal is to touch guests’ hearts, not to dazzle them.”
6. Location above all
Gero Fasano, owner of the Fasano Group
“We target destinations where we’re certain to find our audience, like Paris or London. It’s a bit like filling in the blanks on a game of Risk: we strategically occupy territories that will bring real added value to the company. That’s our only guiding principle. We’re not about to open a property in Nevada.”
7. The elegance of simplicity
Jeremy King, founder of Jeremy King Restaurants
“Practicality is paramount—an aspect many restaurant designers overlook. The design must be simple and functional. I often say that a successful layout shouldn’t scream for attention, but rather stand the test of time. That’s the core of our approach with my team. Sometimes I rein in projects by saying we’re doing “way too much.” Restraint is an essential quality, because it’s what gives you true authority and presence.”
8. Getting a Feel for the Local Community
Prisca Llagostera, founder of L’Ovella Negra Mountain Lodge and Kokos Huis
“Take the time to immerse yourself in each place. Arrive discreetly, observe, feel the atmosphere, and talk with the locals. It’s crucial to listen to the community’s expectations. If you do this, when you open, you’ll have the locals’ unconditional support, which makes all the difference.”
9. Avoid stereotypes
Toni Hinterstoisser, International President of Trunk Hotels
“Our properties are designed by locals who truly embody the spirit of contemporary Japan. Rather than relying on visual clichés like shoji doors or tatami mats, we prefer to convey a modern vision of our culture through our commitment to service, masterful craftsmanship, and cutting-edge design.”
10. Invest in strong leaders
Edo López, founder of the Edo Kobayashi Group
“You may lead a massive army, but without trustworthy generals, you’ll get nowhere.”
11. Growing without compromising your DNA
Andrew Zobler, founder and CEO of Sydell Group
“Our structure retains a very family-like atmosphere, and many of our long-time employees are still with us today. Our strategy is to leverage the clout of industry giants while scrupulously preserving our culture, our identity, and the warmth of our service. For example, when opening a new location in Asia, we send our European teams there to instill our philosophy. The idea is to immerse newcomers in our history and ambitions, and then let them express their own personalities. We categorically reject cookie-cutter approaches.”
12. Broadening one’s horizons
Christophe Laure, Director of the Luxury and Lifestyle Division at IHG
“We were among the first to invest heavily in the Chinese market, where we now have hundreds of properties. While we’ve rolled out our major international brands there, we’ve also taken care to create a specific brand, tailored to the domestic clientele. This way, every traveler finds what they’re looking for: international guests retain their familiar touchpoints, while locals see that we deeply understand their specific expectations.”
13. Staying true to your concept
Pablo Carrington, founder and CEO of Marugal
“Trying to please everyone is the worst trap an entrepreneur can fall into. It’s the surest way to water down your concept and lose your way. For our part, we make sure to maintain an extremely clear vision of our identity.”
14. Renovate sparingly
Stephan Bösch, General Manager of the Brenners Park-Hotel & Spa
“The risk of trying to modernize everything is erasing that special soul that makes a place magical—a soul that has been forged over decades. For us, authenticity comes first: in our winter lounge, every piece of furniture has remained exactly where it has always been.”
15. Value regulars
Luca Allegri, President and General Manager of the Bristol
“More than a third of our clientele consists of loyal guests, and we make it a point of honor to show them that their future stays matter just as much as their past visits. For example, we have an American family that has been booking the exact same suite for a quarter of a century. To thank them for this extraordinary loyalty, we invited them to participate in the recent renovation of their room. We shared the plans with them, designed the new layout together, and they even decided on the new location of their bed.”