Interview
Nathalie Seiler-Hayez
Interview with a leading figure in the luxury hotel industry. From her first marvellous memory at the Carlyle in New York to the head of Swiss Deluxe Hotels, Nathalie Seiler-Hayez embodies a rare vision: that of a deeply human luxury, rooted in emotion, excellence and strategy.
An inspiring leader, a woman of conviction and an exceptional professional, she shares with us a journey marked by challenges, bold transitions and hard-hitting reflections on the future of upscale hospitality.
An unfiltered exchange with a leader who challenges standards with humility, ambition and clarity of vision.
You've had an exceptional career, punctuated by prestigious international positions. What initially drew you to the luxury hotel sector?
“In 1950, my father founded the Hotel & Travel Index, which quickly became an international reference for hotels. I grew up in this world, immersed in stories of travel and hotel experiences. I vividly remember our first family stay in New York, at the Carlyle: the service was exceptional, the atmosphere unique, and I understood just how much of a sanctuary a hotel could be. Later, I had my first solo room at The Dolder Grand in Zurich. I felt like a princess there. It was these powerful memories, based on emotion and attention to detail, that forged my desire to join this exceptional world.”
Was there an outstanding person or experience that particularly influenced your career path?
“Throughout my career, I’ve been lucky enough to come across inspiring people who believed in me and supported me. Their advice, their attentiveness and their benevolent demands have been decisive. It’s often human encounters that give meaning to a career.”
After managing iconic establishments such as the Connaught in London and the Beau-Rivage Palace in Lausanne, what was the biggest turning point in your career?
“Every step of the way has been marked by tremendous challenges and successes. I started out in marketing and sales, before moving into operations, which enabled me to acquire a real understanding of customer needs and develop a strategic vision. A major turning point came when I took up a position at The Connaught, after managing theInterContinental Bordeaux – Le Grand Hotel.
Moving from a secondary city to a European capital, and taking the reins of such an emblematic establishment that had just been completely renovated, with such a high-quality international clientele, was an unforgettable experience that enabled me to really understand what true luxury was all about.”
You joined Swiss Deluxe Hotels in 2023 as Managing Director. What motivated you to take the helm of this organization after years in the operational management of prestige hotels?
“After many years in the field, I felt the need to take a step back, to leave the operational side while remaining at the heart of the luxury hotel business. Swiss Deluxe Hotels represented exactly what I was looking for: an exceptional organization, bringing together the country’s finest establishments, and enabling me to put my experience to good use in a more global vision.”
What is your roadmap for the coming years? What are your priorities?
“My priority is to preserve the excellence of our establishments, in terms of both product offering and quality of service. But beyond that, I want to strengthen the community we form: fostering exchanges, encouraging mutual inspiration, creating a friendly dynamic around strong themes.
We face many challenges, but the one that concerns me most is the lack of attractiveness of our professions. We are facing a real quality crisis in human resources. The pandemic has only accentuated this phenomenon. It is therefore imperative to rethink our HR models, which are often too rigid or bureaucratic, to restore the desire and meaning of these professions.
Sustainability, innovation and new technologies are also at the heart of our thinking. Luxury hotels need to keep their finger on the pulse of the world’s major trends, whether in design, gastronomy or services, in order to remain relevant and meet the evolving expectations of their clientele. To do this, it’s essential to know how to stand back and cultivate a forward-looking vision.”
What is your vision of hospitality leadership today? Has it evolved over the years?
“The role of a leader has evolved considerably…
Today, in my opinion, a good leader must above all inspire, give meaning and rally around a common vision. He sets a clear framework, embodies excellence and acts with humility, while valuing listening and trust. I have always strived to build solid, harmonious teams, where everyone feels committed and recognized. I firmly believe that excellence is born of human cohesion and clear objectives.
It’s about creating the right conditions for an impeccable service culture, driven by talent that thrives in a demanding, multicultural and inspiring environment. It’s also important to know how to show vulnerability…”
In your opinion, what qualities are essential for running a successful luxury hotel in 2025?
“In 2025, running a luxury hotel requires much more than operational skills: it demands a human, strategic and resolutely forward-looking vision. For me, the essential qualities are first and foremost inspiration and the ability to unite people around a clear, shared vision. A good leader must embody excellence, while being attentive, humble and agile, in a constantly changing environment.
Emotional intelligence is essential for understanding the expectations of customers and teams alike, as is cultural sensitivity, which is indispensable in a profoundly international sector. You also need to know how to build solid, harmonious teams, encourage initiative, and create the conditions for individual fulfillment.
Finally, mastery of technology, respect for sustainable issues and the ability to innovate without betraying the DNA of luxury are decisive qualities for remaining relevant and competitive.”
As a female leader in an industry still marked by certain disparities, what advice would you give to young women aspiring to management positions in the hotel industry?
“It’s an exciting profession where the emotional dimension is important, because we are, at heart, merchants of happiness. So there really is room for women. Dare to express yourself, assert your vision, and don’t let anyone make you doubt your legitimacy. The key is to stay true to your values while cultivating your expertise.
Surround yourself with people who lift you up, learn to say no without guilt, and don’t be afraid to take your place at the decision-making table. Female leadership brings a precious wealth to our industry: sensitivity, listening, intuition, but also strength, ambition and clarity. The industry needs you”.
You are also involved in various boards of directors (SGH, Vaud Promotion, Beaulieu SA). How does your role on these bodies influence your vision of the sector?
“These commitments enable me to develop a more transversal vision of the tourism sector. They feed my strategic thinking and give me a finer understanding of regional and national issues, while connecting me to other industries.”
What do you see as the greatest challenges facing the luxury hotel industry over the next five years?
“The first is attracting and retaining talent, in a context where younger generations are looking for meaning, recognition and a better life balance. We need to rethink our managerial models to meet these expectations without compromising service excellence.
The second major challenge is the intelligent integration of technology, particularly AI and digitalization, while preserving the authenticity and human dimension of the customer experience. Luxury is based on emotion, connection and made-to-measure, elements that no machine can replace.
Finally, sustainability is becoming essential. Tomorrow’s travelers expect concrete, transparent and measurable commitments. It’s no longer simply a question of “greening” our image, but of transforming our practices in depth: resource management, short circuits, social inclusion, local impact… These challenges are demanding, but they also represent a tremendous opportunity to reinvent our sector with meaning, responsibility and creativity.”
What are the biggest lessons you've learned along the way that you'd like to pass on to the next generation of hospitality professionals?
“Working with passion. It’s a demanding industry, but a deeply human one. When you act with sincerity, enthusiasm and commitment, the results follow. You also have to remain curious and open, learn every day, listen, and never lose sight of the importance of detail. In a constantly evolving industry, it’s crucial to embrace change with agility, while remaining true to one’s values. Finally, humility is essential, as you can quickly lose your footing.”
If you could go back in time and give a piece of advice to young Nathalie Seiler-Hayez at the start of her career, what would you tell her?
“Trust yourself. Authenticity and conviction are strengths. Don’t be afraid to think outside the box, take risks and follow your instincts.”
A huge thank you to Nathalie Seiler-Hayez for this rich and sincere exchange. Her remarkable career path and her humanist vision of leadership resonate deeply with the values we uphold at the École Hôtelière de Genève.
We are honoured to count her among the patrons of our school. Her commitment and exemplarity are a valuable source of inspiration for our students, today and for generations to come.
Thank you, Nathalie, for making hospitality shine with such passion and meaning!
