Editors’ Note

A graduate of Cornell University, Philippe Leboeuf assumed his current role in July 2007, after serving as Vice President of Operations for Rosewood Hotels. He has also held managerial positions at Paris’ Hotel le Crillon and The Carlyle in New York.

Property Brief

London’s Claridge’s (www.claridges.co.uk) is situated on the corner of Brook Street and Davies Street, within easy reach of Hyde Park, Park Lane, Bond Street, and Oxford Street. The five-star luxury property boasts 203 bedrooms, all individually designed and featuring advanced communication and entertainment systems. The property is also home to a wide variety of meeting and event spaces, a full-service beauty and fitness center, and three restaurants and two bars.

Do you have a positive outlook for growth for Claridge’s in the coming year?

The hotel has seen increases in overall productivity, and for 2008, we’re forecasting a 5 percent increase in business. We have been doing extremely well in average room rates, occupancies, and overall revenues, including food and beverage.

Speaking of food and beverage, London is home to many high-end restaurants. How do you attract local customers, as well as hotel guests, to your food and beverage outlets?

We have a contract with Gordon Ramsay for the main restaurant, and we have also another restaurant that is doing so well that it’s practically a destination unto itself. So both of those outlets are doing very well. Our afternoon tea is also a major source of income. In addition, we have launched a new water menu, featuring many fine waters from Britain. Because water is quickly becoming like wine – everyone has a favorite kind – we decided to implement this service for our guests. So I’m very happy with our food and beverage offering.

Is a spa a necessary amenity for a luxury hotel like Claridge’s?

It’s a major need, and, although I can’t reveal too much right now, we have some plans for such a project. A spa is just as important as food and beverage, if not more. It’s all about well-being in the hotel. A spa encompasses so many different facets of a hotel today, because people are stressed and need a peaceful nest in which to relax.

How do you differentiate Claridge’s from its competitors in the London market?

Claridge’s has its own clientele. We’re not like many continental hotels in Europe; we don’t have our noses up in the air. For instance, we serve organic food, and we have a “green” committee to improve the environmental responsibility of our hotel. At the same time, we don’t forget our soul and the traditional British glamour. You can be quite the British aristocrat and not mind being green, for example.

What sort of emphasis does Claridge’s place on in-room gadgets and service-related technologies?

We’re lucky because, as part of the Maybourne Hotel Group, we have access to an excellent centralized IT department. Technology has been a concentration for us, and we use it, top to bottom, to provide legendary service. Service, however, is not secondary to technology. We use technology to personalize things even more, and it’s working very well.

What sorts of meetings and other events can the property host?

We do a lot of large social events, and we can hold corporate events and seminars for up to 700 people. We also have a lot of smaller rooms for board and committee meetings.

You’ve been a leader in the hospitality industry for many years. How has the role of the General Manager changed over the course of your career?

Ten years ago, the average General Manager didn’t have much of a clue when it came to advertising and human resources, to name a few areas. As a General Manager today, you definitely have to have a broader scope.

Are you pleased with the hotel’s current accommodations?

I am lucky. We had a very successful renovation and added 11 specialty suites that are unique – a hybrid of traditional and modern interior design. These suites are a great success and have increased our average rate by £50.

How would you characterize your experience in leading Claridge’s so far?

I’m extremely happy in my current position, and I think it’s the first time, if you can believe it, that the grass has actually been greener. I haven’t been disappointed. Our ownership has been more than supportive and better than what I expected, and the people at the hotel are wonderful. So I’m extremely happy and have had no disappointments thus far.

What would those who have worked closely with you over the years say of your management style?

They’d say I’m a bit demanding, and I can be ruthless in terms of my expectations. I’m a little bit more financially driven than I have been before. I try to give people the opportunity to work their own shop; I don’t supervise much. I also like to have fun.

With so many responsibilities, are you still able to make time for one-on-one interaction with your guests?

I make that time. Our owners understand that I might have to leave a meeting to go shake someone’s hand. I’m lucky to work for a hotel where that goes without saying. There are a lot of things that require my attention, but I try to be in the lobby as much as I possibly can.

The hotel business seems to be in your blood. Will you ever slow down?

I’m not going to slow down for quite some time. I’ll slow down upon retirement, which is not anytime soon.