PERSONALITIES
FASEL MINES THE MAGIC for Aman
NEW STRATEGIES , BIG OPENINGS LIKE NEW YORK ARE HIS MAJOR FOCUS .
By JEFF WEINSTEIN , EDITOR IN CHIEF
Roland Fasel is busy trying to collect “ the gold dust ,” which he says can be found in that magical place where outstanding execution and somewhat aggressive growth for his brand , Aman , can be optimized .
In May , the ultra-luxury brand had 32 properties open ( with an objective of 45 to 48 by 2025 ), and was preparing to launch a new brand ( details forthcoming ). For Fasel , chief operating officer for about two and a half years , the mandate is to maintain excellence in delivery as the company expands . So among other things , he has been tightening up the business model and organizational structure .
“ As you grow , the big thing is articulating purpose , values and strategies , and to also start talking about the financial responsibility and accountability of senior leaders ,” Fasel says . “ At the same time , in the field we must continue to pursue the creation of experiences and that individualized , personalized service proposition — and deliver on those promises .”
That is what Fasel calls one of the big challenges of running a brand like Aman . “ Then , as much as you want to bring in some of those building blocks , as you grow you need to be careful that you ’ re not institutionalizing or commoditizing . Or at least give the captains ( GMs ) of these beautiful jewels the freedom to perpetuate and innovate … That ’ s where the gold dust lives , really .”
More specifically versus theoretically , Aman has introduced simple guest feedback cards asking three questions : if they are coming back , if they are going to tell a friend about the hotel , and what could be done better . “ You must open a dialogue ,” Fasel says . “ And you cannot imagine the feedback we get , the narratives , the suggestions . There is such incredible engagement , emotional engagement with our guests .”
In the sales and marketing department , many leaders working regionally and responsible for the top line have been moved to properties or significantly smaller clusters . “ We introduced forecasting tools , created reviews , proper budgeting processes , you name it ,” Fasel adds . “ And we are quite focused on the financial responsibility and accountability of my senior members . That is a huge change from how it was run previously , and if you look at 2018 sales growth , I ’ d say it ’ s quite sensational .”
OPTIMIZING THE BUSINESS Now it is a matter of fine-tuning structures and competencies . “ It ’ s just a very , very dynamic Aman ,” Fasel adds . “ I still have to optimize the business . I still have an aspiration to really claim that space in ultra-luxury , that we should be the benchmark on experiential transformation for travel .”
Aman is also upping its game in wellness by bringing in medical tourism components , developing events and focusing on multi-generational travel more connecting rooms and with
16 hotelsmag . com July / August 2019