INTERVIEW
ANDREW GIBSON
The new vice president of spa and wellness at FRHI talks to Katie Barnes about the strategic development of spas in its three international hotel chains – Fairmont, Raffles and Swissôtel
A
ndrew Gibson is a respected figure in the global spa industry. Next year, he’ll celebrate 30 years in the sector, having
worked with some of its most successful businesses – such as eco-focused operator Six Senses, leading spa consultancy Raison d’Etre and, most recently, the Mandarin Oriental Hotel Group. So when a man of his pedigree takes
on a new venture, people sit up and pay attention. “That’s probably the biggest question everyone’s asking me: why leave Mandarin Oriental [as group director of spa],” he says. He’s referring to the new job he started on 14 January as vice president of spa and wellness at Fairmont Raffles Hotels International (FRHI). The private company, which is part-
owned by Doha-based Qatari Investment Authority and Saudi-based Kingdom Holding Company (see p28), includes the Fairmont, Raffles and Swissôtel hotel brands – amounting to 130 hotels in 27 countries with more than 45 spas. “I knew the position was going to
become available, but I didn’t seek out the role,” says Gibson. He took over the post from good friend Anne McCall Wilson who’s gone on to set up her own independ- ent spa consultancy. “I was very happy at Mandarin Oriental, it’s an outstanding company that looks after its employees very well and, of course, it has fantastic
spas. However, when I was approached by the senior leaders of FRHI, I thought ‘wow: here’s an interesting challenge’. From a scale perspective, it’s not only three brands compared to one, but more than 100 hotels and an ambitious expansion programme, compared to 28 Mandarin Oriental hotels and perhaps eight new openings in the pipeline. That and the fact that FRHI is in a period of reorganisation and I’ll be given more latitude to play with
I didn’t seek out the role...However, when I was approached by the senior leaders of FRHI, I though ‘wow: here’s an interesting challenge’
some ideas that Mandarin might not have been so receptive to because it already had a very good tried and tested formula.” So what will Gibson’s role entail and what new strategies is he planning to implement?
DEFINING SPA BRANDS Gibson has joined FRHI at a time of change as it regionalises its business. Instead of the group running the brands as separate entities, it now has regional vice presidents who are responsible for all three brands. It’s a move that will help to
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streamline the corporation and give it a solid foundation for growth. “There was a lot of duplication of costs and people,” he explains. “Regionalisation reduces those overheads and also adds accountability. Plus, there’s an understanding of cultural nuances. Our head of the Middle East was born in the region, speaks Arabic and can go to Mecca. Imagine trying to have that kind of insight being based in Toronto [the headquarters of Fairmont].” The brand vice-presidents are Jane
Mackie at Fairmont; Diana Banks at Raffles and Lillian Roten at Swissôtel and Gibson will be working closely with them as a matter or priority. “There’s a pressing need to work with the brand managers to create a very clear understanding of what spa and wellness is for our [hotel] brands,” he says. The company already has two in-house spa brands: Willow Stream for Fairmont and Pürovel for Swissôtel, but Gibson feels they need to be brought more into alignment. “It’s very important that the definition of spas is seamless and aligned to hotel brand values which are clearly outlined,” he says. “If you have any ambiguity, the questions will come.” In this case, he concedes that spa is
almost secondary to hotel values. He cites Raffles, with its colonial heritage – the first hotel was name after Britain’s Stamford Raffles who founded Singapore – as an example. “Raffles is about bespoke, boutique luxury and its goal is to provide
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