Arnaud de Saint-Exupéry, Area Vice President of Hyatt UK & Ireland and General Manager of Hyatt Regency London – The Churchill, has navigated an illustrious career path that bridges industries, continents, and challenges. In this interview, de Saint-Exupéry shared his unique journey, the philosophies guiding his success, and his insights into the ever-evolving hospitality industry. His story is a testament to the transformative power of mentorship, resilience, and a deep commitment to people-centric leadership.
A career shift rooted in opportunity
“I started in marketing within the automotive industry,” de Saint-Exupéry recalls, speaking of his early roles at BMW and Avis. His passion for marketing initially drove his career, but it was a pivotal opportunity that shifted his path. “I was approached by someone from Hyatt, who became my mentor. They were looking for a Director of Marketing for France to launch a new hotel in Paris called Park Hyatt Paris-Vendôme.”
Though the move from automotive to hospitality wasn’t an immediate decision, the prospect of launching a new property proved irresistible. “Launching this hotel, which was the contemporary palace of Paris, was a unique marketing project for me,” he explains. “It was an opportunity to merge my marketing expertise with a new operational dimension.”
This role marked the beginning of his journey in hospitality, blending his marketing expertise with operational insights. The experience of launching a hotel also gave him the foundation for understanding the broader scope of the industry and ignited his passion for its people-first ethos.
The importance of mentorship
De Saint-Exupéry attributes much of his success to his mentor, Michel, who guided him through the complexities of the industry. “When I was a Director of Marketing, Michel gave me the freedom to innovate. But when I became a Hotel Manager, he trained me rigorously. He taught me the importance of attention to detail and managing teams effectively.”
Michel’s mentorship proved invaluable during de Saint-Exupéry’s one-year intensive training as Hotel Manager at Park Hyatt Paris-Vendôme. “It was a humbling experience. Coming from outside the industry, I had to learn every function within the hotel to build credibility and lead effectively. Michel’s focus on operational precision and team dynamics set me up for success in ways I hadn’t anticipated.”
“Hospitality offers a unique path for those without traditional qualifications. It’s an industry where passion and commitment can lead to incredible growth opportunities.”
One standout lesson during his training was the significance of understanding multiple perspectives. “In operations, departments often have conflicting interests. It’s crucial to consider all sides before making a decision,” he says. “This approach has shaped my leadership style, focusing on collaboration and informed decision-making.”
De Saint-Exupéry’s first General Manager role at Andaz Liverpool Street in London was another defining moment. “It was the first Andaz-branded property globally, which aligned with my marketing background. The role was intense but rewarding, teaching me humility and the importance of adapting leadership styles to different team dynamics.”
He also highlights the importance of fostering a culture where team members feel empowered. “A team that believes in its collective mission can achieve remarkable outcomes. That was one of the key lessons I carried forward from my time at Andaz Liverpool Street.”
Adapting Across Cultures
A career highlight for de Saint-Exupéry was leading the launch of Andaz Tokyo, Hyatt’s first Andaz property in Japan. “Tokyo’s structured and traditional luxury market posed unique challenges,” he explains. “Japanese teams excel in execution but expect clear, creative leadership. This was the opposite of what I experienced in Europe, where creativity thrives but execution often requires refinement.”
The success of Andaz Tokyo set the stage for Hyatt’s expansion in Asia. “Launching a brand in such a competitive environment was both challenging and fulfilling. The Japanese market’s reception to our innovative, personalised approach was a testament to the brand’s adaptability.”
“I was approached by someone from Hyatt, who became my mentor. They were looking for a Director of Marketing for France to launch a new hotel in Paris called Park Hyatt Paris-Vendôme.”
De Saint-Exupéry also notes the cultural nuances of leadership. “In Japan, building trust is paramount. Once established, the teams deliver beyond expectations. This was a valuable lesson in the power of trust and collaboration across cultural boundaries.”
Discussing challenges, de Saint-Exupéry cites the pandemic as the most difficult period of his career. “We ended 2019 on a high, only to close all properties in 2020. The hardest part was making decisions that impacted our teams,” he reflects. “But the resilience we demonstrated during this time has driven the industry’s recovery.”
Hyatt’s rebound post-pandemic has been remarkable. “We’ve seen sustained growth, with a balanced mix of leisure and business travel. The revenge demand for travel and events highlights the enduring value of human connections,” he observes.
Reflecting on this period, de Saint-Exupéry emphasises the importance of adaptability and innovation. “The pandemic taught us to rethink our operations and embrace new technologies. It also underscored the value of empathy in leadership. Supporting our teams during such a difficult time was critical.”
Expanding Hyatt’s Footprint
Under de Saint-Exupéry’s leadership, Hyatt has significantly expanded in the UK and Ireland. “When I returned six years ago, we had three hotels in the UK. Today, we have 15,” he shares. Upcoming openings include Park Hyatt London River Thames and two properties in Leeds, underscoring Hyatt’s commitment to meeting market demand.
He also points to Hyatt’s acquisition of Mr & Mrs Smith as a game-changer. “This expands our portfolio to include boutique properties in unique destinations. It’s about diversifying our offerings to meet the evolving needs of our guests.”
For de Saint-Exupéry, hospitality’s core lies in its people. “This industry is all about human connections. Whether it’s guests, colleagues, or partners, our success depends on building meaningful relationships,” he emphasises.
Hyatt’s initiatives reflect this philosophy. “We’ve launched programs like RiseHY, aiming to employ 10,000 young people from underprivileged backgrounds. Locally, we partner with organisations like The Prince’s Trust to offer opportunities in hospitality. These initiatives showcase the industry’s ability to create careers and transform lives.”
“Tokyo’s structured and traditional luxury market posed unique challenges. Japanese teams excel in execution but expect clear, creative leadership.”
He adds, “Hospitality offers a unique path for those without traditional qualifications. It’s an industry where passion and commitment can lead to incredible growth opportunities.”
Reflecting on his dual role, de Saint-Exupéry highlights the unique legacy of Hyatt Regency London – The Churchill. “The hotel embodies Sir Winston Churchill’s spirit. From original reproductions of his paintings to our partnership with his family, every detail celebrates his legacy,” he says.
Looking ahead, the 150th anniversary of Churchill’s birth in 2025 promises exciting developments. “We’re collaborating with the Churchill family to commemorate this milestone,” he reveals, hinting at a series of events that will honour the former Prime Minister’s enduring influence.
A Vision for the Future
As Hyatt continues to grow, de Saint-Exupéry remains focused on fostering innovation and resilience. “Our acquisition of Mr & Mrs Smith and expansion into the all-inclusive segment demonstrate our commitment to diversifying guest experiences,” he explains.
De Saint-Exupéry’s journey from marketing in the automotive sector to leading Hyatt’s UK and Ireland operations illustrates the power of adaptability, mentorship, and a people-centric approach. “Hospitality is more than a business; it’s a way of bringing people together and creating lasting memories,” he concludes.
