Chris Eigelaar, Resort Director at The Belfry Hotel & Resort, has hospitality woven into his DNA. Raised in South Africa, he describes a childhood where his family lived and breathed hotel life. “My mum was a chef. My dad was a general manager,” Eigelaar explains. “Our house was basically the hotel. Cooking food with my mum at 12 or running around for my dad, it’s always been part of my DNA.”
Growing up in such an environment, Eigelaar and his older brother were helping out from an early age. “We were waiting tables at 10 years old, working in the restaurant, helping my mum and dad,” he recalls. These formative experiences shaped his understanding of hospitality. “My parents believed the business was a family business. The people who worked for them were like family. That family element stays with me today.”
Early career and lessons learned
Eigelaar’s professional journey began in earnest with Protea Hotels in South Africa, part of the Marriott Group, where he undertook a hospitality degree. “It was a great scholarship,” he says. “For 51 weeks of the year, I focused on operational elements and occasionally attended hotel school in Cape Town to get the theoretical aspect.”
His experience with Protea Hotels provided a deep dive into every facet of hotel management, preparing him for the challenges ahead. “I worked across departments, from cooking to front-of-house, which gave me invaluable insights into the operational elements,” Eigelaar notes.
“Hospitality gave me the chance to travel, leave South Africa, and build my career. It can do that for so many others.”
After honing his skills in South Africa, Eigelaar moved to the UK, intending to stay for just 12 months. “Three years later, I’m still here,” he jokes. His first role in the UK was at Sofitel St. James in London as part of the opening team. “I met two amazing people who supported me. If I hadn’t got that role as head waiter, my journey would’ve been totally different.”
This leap from a small South African town to a five-star property in London was transformative. “It gave me belief. Hospitality basics stay the same wherever you go, but the experience of working in London, with its hustle and bustle, was incredible.”
Shifts in roles and geographies
After Sofitel St. James, Eigelaar explored different facets of hospitality, including a stint in contract catering. “I looked after a very prestigious investment bank,” he says. Despite enjoying the role, he realised hotels were his true calling. “It gave me a great understanding of how to make money from food and beverage, but I wanted to go back to hotels.”
Roles in Manchester followed, including group food and beverage director for 26 properties. “That was an immense experience,” he says. “I travelled around the UK, managing five golf resorts, city-center properties, and high-volume banqueting venues. It gave me a great understanding of how different clientele work.”
Eigelaar’s time in Manchester proved pivotal, as he managed diverse teams, from leisure guests to business travelers. “Each property had unique challenges,” he explains. “The golf resorts introduced me to a new dimension of hospitality, blending recreation with luxury.”
“We need to engage parents, schools, and policymakers to show that hospitality is a rewarding and viable career path.”
This role introduced him to golf resorts, which paved the way for his move to The Belfry. “I started as a general manager and have been Resort Director for just over three years now,” he says.
Leading The Belfry
In his current role, Eigelaar’s responsibilities are wide-ranging. “It’s about creating the vision for the resort and setting the strategy for the team to achieve,” he explains. Working closely with the general manager, he focuses on commercial strategy and long-term planning. “There’s a lot of crossover between the roles because it’s a complex business,” he notes. “We have three golf courses, 320 bedrooms, a leisure club, a spa, and a significant meeting and events department.”
As Resort Director, Eigelaar also works directly with asset management teams, ensuring The Belfry’s business goals align with investor expectations. “It’s about striking the right balance between commercial performance and guest satisfaction,” he adds.
Fostering a positive culture
A cornerstone of Eigelaar’s leadership philosophy is culture. “People are the heart of the resort,” he asserts. Taking over in November 2020, during the Covid-19 reset, he saw an opportunity to shape the future. “We wanted to respect the rich history of The Belfry while evolving the culture over the next three to five years.”
To achieve this, Eigelaar initiated listening forums and surveys to understand employee perspectives. “We created The Belfry Beliefs, our values, with the team,” he says. “It’s important that the team believes in these values because they shape the future of the resort.”
“The pandemic forced us to rethink goals and vision. Recruitment and retention became critical.”
The diverse workforce at The Belfry includes 800 staff members spanning 35 nationalities and an age range from 16 to 82. “One vision wouldn’t work for all 36 departments,” he explains. “What’s important to greenkeepers might differ from spa therapists. Listening to the team is key.”
Eigelaar emphasizes the importance of creating a workplace where employees feel valued. “Our longest-serving employee has been here 37 years,” he shares. “That kind of loyalty speaks volumes about the culture we’re building.”
The post-Covid landscape
Eigelaar believes the pandemic was a catalyst for positive change in the hospitality industry. “It forced us to rethink goals and vision,” he says. “Recruitment and retention became critical. We’ve managed to keep turnover at 42%, compared to the industry average of 90%.”
However, challenges persist, particularly with skills shortages. “One in nine vacancies in hospitality remains unfilled,” he notes. “There are real shortages in areas like chefs, spa therapists, and greenkeeping.”
Eigelaar highlights the need for systemic change to address these shortages. “It’s not just about recruitment but about changing perceptions of hospitality as a career,” he explains. “We need to engage parents, schools, and policymakers to show that this is a rewarding and viable career path.”
To tackle recruitment challenges, The Belfry works with organizations like Springboard. “A month ago, we had 120 kids on-site for workshops on table setting, towel folding, and cocktail making,” Eigelaar says. “It’s about inspiring the next generation and changing mindsets.”
Eigelaar is passionate about showcasing the opportunities hospitality offers. “It gave me the chance to travel, leave South Africa, and build my career. Hospitality can do that for so many others,” he says.
He believes initiatives like these are crucial for attracting young talent. “We’re building awareness, but there’s still more to do. Industry bodies like the Institute of Hospitality and Springboard are doing fantastic work, but it’s a collective effort.”
Looking ahead
Exciting developments are on the horizon for The Belfry. “We’ve broken ground on a ballroom, which will be our largest conference space,” Eigelaar reveals. “We’re also adding bedrooms and refurbishing existing spaces. It’s an exciting phase.”
The new developments, scheduled for completion between 2024 and 2025, will enhance The Belfry’s offerings for both leisure and business guests. “It’s about staying ahead in a competitive market,” Eigelaar says. “These upgrades will position us as a leader in the industry.”
Reflecting on his journey, Eigelaar credits his family for inspiring his work ethic. “Growing up in a hotel and seeing my dad work seven days a week gave me a strong foundation,” he says. He also shares the best advice he’s received: “What else? Never stand still. Always be hungry for growth, both personally and professionally.”
