A graduate of the Geneva Hotel School, Ludovic Hanssens has built an exemplary career that has taken him from his first operational roles in the hospitality industry to the management of several Geneva-based establishments. Now at the helm of the Eastwest Hotel, he applies his experience to a management style based on approachability, high standards, and trust.

Throughout his career, he has worked in demanding environments, helped open hotels, and tackled transformational challenges that have shaped his vision of the industry. From operational management to strategic leadership, each step has enabled him to develop a leadership style rooted in active listening, supporting his teams, and a constant pursuit of excellence.

“What attracted me most of all was the diversity of the job. I’ve always enjoyed interacting with people and the idea that no two days are alike. In the hospitality industry, you’re constantly switching from dealing with an operational issue to meeting a guest from the other side of the world, and then to a conversation with the staff. This variety makes the job particularly stimulating and continues to fascinate me to this day.”

“The Geneva Hotel School instilled in me a true culture of excellence and attention to detail. There, I learned that the quality of service depends as much on major projects as it does on the small, thoughtful gestures of everyday life. Looking back, I realize that habits such as foresight, attention to detail, and a commitment to service stem directly from that training and guide me every day in my work.”

“The real turning point came when I started managing teams and participating in strategic decisions. My roles as Front Office Manager and then Assistant Manager broadened my perspective. I was no longer focused solely on the day-to-day operations of the hotel, but also on its medium- and long-term performance.”

“You have to accept that high standards are an integral part of the job. The guests are international, travel extensively, and have high expectations. To achieve lasting success in Geneva, it’s essential to remain humble, keep learning, and constantly adapt to market changes.”

“I’ve been fortunate to work with several managers who have inspired me at different stages of my career. More than any one person in particular, it was the managers who placed their trust in me and gave me responsibilities who had the greatest impact on my development. They taught me that a good manager doesn’t try to control everything, but rather creates the conditions that allow their team to succeed.”

“My view of management has evolved significantly with experience. Early in my career, I thought a manager had to have all the answers. Today, I believe that a manager’s role consists primarily of listening, providing support, and making the right decisions at the right time.

I define my management style as a balance between being approachable, setting high standards, and leading by example. I like to be out in the field, understand the realities of the teams, set clear objectives, and maintain a level of excellence consistent with the standards we aim to provide to our clients.”

“A good manager doesn’t need to have all the answers. Their role is to create the conditions that allow their team to perform at its best.”

“The opening ofthe Adina Hotels Geneva was a very rewarding experience, but taking over management of the Eastwest Hotel left a particularly strong impression on me.

Taking the helm of an organization that already has its own identity, history, and established teams is, above all, a human challenge. It is essential to take the time to understand the existing culture, earn the trust of employees, listen before acting, and strike the right balance between continuity and change.

This experience confirmed to me that a manager doesn’t need to have all the answers right away. Their role is first and foremost to observe, understand their team’s strengths, and create an environment in which everyone can perform at their best. In times of change, communication, consistency, and trust are essential.”

“Today, employees want, above all, to be heard, valued, and involved. Compensation remains important, but it is no longer enough on its own. What really makes the difference is the quality of leadership, communication, opportunities for growth, and the sense of contributing to a shared mission. A committed team will naturally provide a better experience for customers.”

“Without a doubt, it was the decisions that forced me to step outside my comfort zone. Taking on more responsibility, helping to open a hotel, or taking over the management of an establishment always involves a degree of uncertainty. Yet it is precisely these challenges that allow you to make the most progress.”

“For me, it all starts with the employees’ attitude. Of course, the quality of the facilities and cleanliness are essential, but the way an employee greets a guest, anticipates their needs, or handles an unexpected situation speaks volumes about the establishment’s culture. That’s often what guests remember most.”

“Many people would probably be surprised by just how hands-on the role of a director is. A single day can include strategic meetings, analyzing financial results, providing ad-hoc assistance at the front desk, speaking with a client, or even resolving a technical issue. You have to constantly switch between strategic vision and concrete actions.”

“The best opportunities often come along before we feel ready. It’s by daring to take on challenges that we truly make progress.”

“I would say: Don’t wait until you feel ready to take on a challenge.

The best opportunities in my career have often come before I felt completely ready. Looking back, I’m convinced that we make progress precisely by daring to take those steps and learning as we go.”

From the front lines to hotel management, Ludovic Hanssens ’ career path illustrates just how much trust, high standards, and the ability to take on new challenges are essential drivers for advancement in the hospitality industry.

Drawing on his experience, he emphasizes that a management style based on active listening, close engagement, and leading by example not only helps teams grow but also delivers a customer experience that meets the highest standards of hospitality.

We would like to extend our heartfelt thanks to Ludovic Hanssens for sharing his experience and his perspective on the profession. His career path is a testament to the many opportunities the hospitality industry offers to those who are eager to learn, grow, and push themselves to new heights.