LEADER - PART 1 INTERVIEW OF OLIVIER CHAVY, CEO OF THE LUX COLLECTIVE
In this first part of our interview, Olivier Chavy tells us about his vision and ambitions for the group he took over last May. . |
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LEADER - PART 1 INTERVIEW OF OLIVIER CHAVY, CEO OF THE LUX COLLECTIVE
In this first part of our interview, Olivier Chavy tells us about his vision and ambitions for the group he took over last May. . |
Category: Worldwide - Industry economy
- Interviews and portraits
- Hotel projects - Interviews - Industry leaders
Interview made by Vanessa Guerrier-Buisine on 2024-11-25
 Olivier Chavy, CEO of The Lux Collective, presenting his group in Paris
Photo credit © The Lux Collective
‘There's nothing new under the sun’ is an expression that is swept aside by the dynamism of this small group, whose ambitions are as noble as they are well thought out. TLC, which is home to 18 hotels under such iconic brands as LUX*, SALT, TAMASSA and SOCIO, is now headed by Olivier Chavy, a leader respected in the industry for his visionary approach and passion for people.
While the richness of this accomplished hotelier's career does not allow for an exhaustive list of his achievements, his experience as CEO of Mövenpick Hotels & Resorts, where he was able to adopt an avant-garde approach, still seems to resonate within him, who also readily cites anecdotes from his stints at Hilton, Barrière and Travel + Leisure Club and Panorama. He took over the reins of TLC last May with a clear ambition: to propel the group into a new era, where innovation, consistency and well-being are at the heart of every project. In just a few months, Olivier Chavy has already breathed new energy into the small group, reaffirming the fundamentals while reinforcing an approach focused on the guest experience and the development of talent. ‘My role is to think about existing talent and about attracting new talent, because human capital is essential in our industry", he told us from the outset.
Driven by a vision that transcends the conventions of traditional luxury, Olivier Chavy intends to redefine the guest experience in the group's properties. The Lux Collective's development ambitions are also taking shape, with emblematic projects already under way in sunny destinations such as the United Arab Emirates, the Maldives and Vietnam, where TLC is capitalising on locations offering an experience in harmony with its identity: destinations that are ‘accessible, safe and offer added cultural value’.
This first part of our interview with Olivier Chavy delves into his overall vision for the group and its growth strategy, marked by a quest for consistency and continuity in TLC's positioning. The second part of the interview focuses on the responsible dimension of TLC, a key pillar of its development, where the CEO passionately unveils the CSR initiatives undertaken to ensure that the group has a sustainable ethical approach that respects future generations.
Journal des Palaces: How do you see the future of The Lux Collective under your leadership?
Olivier Chavy: When I accepted the role of CEO of The Lux Collective, I immediately thought about the existing talent and the talent to be attracted. In this role, envisioning the future of The Lux Collective hospitality group from several angles:
- Make sure we “protect the brand”, strengthen its luxury positioning and build on its strong DNA, while still being pioneering and innovating
- Grow in a very strategical way, in locations where we can “be ourselves” and not confuse the market.
- Reinforce our purpose-led leadership in markets where we are and aim to grow, in term on product, F&B offerings, quality of service and more importantly consistently delivering guest expectations.
- Global Expansion – Propelling the Group into a new era, it is our ambition to grow luxury with intent through a renewed growth strategy with regionalised approach.
What are the objectives and stages of this global expansion?
Our primary focus is Middle East, particularly UAE and KSA which are seeing exponential growth, and Africa, which is also growing strongly. Our secondary focus is Asia Pacific, particularly Asia (China and Southeast Asia). And for Europe, we are looking into selected opportunities.
We currently operate 18 hotels and 13 are in the pipeline. By 2029, we are looking at potentially three new properties per year, which would add to about 15 more new hotels.
Luxury is not about volume, it’s about consistency and strong brand/DNA. For example, The Peninsula has just 12 hotels and One&Only 14.
How do you intend to meet these challenges?
We have set four key objectives:
- Talent identification to ensure our near future and growth with our existing talents, mentoring and elevating them, and retaining them
- Attracting new talents.
- Being innovating, always “challenging the norm”, aiming for the best at every level, everywhere and at every moment.
- Finally, digital transformation, data management and CRM, to better understand our clients and being more predictive in term of guests’ expectations and behaviour.
What innovations would you like to bring to the company, and what do you see as the areas with the greatest potential?
Looking ahead, innovation at The Lux Collective is seen both in terms of raising the luxury quotient, digital transformation, global portfolio, as well as F&B leadership:
- Elevate and Redefine The Luxury Quotient: We elevate elegant comfort along with personalised service at every touchpoint that is the hallmark of The Lux Collective. We create purpose-led and innovative experiences that highlight our core DNAs – in culinary, holistic wellbeing (spa, wellness and fitness), experiential sense of place immersions and cultural discoveries.
- Accelerate Digital Transformation and AI: We enable precision in benchmarking through data and analytics We drive book direct on our Brand.com targeting the digital-forward market segment (while strengthening trade partnerships), and we streamline and enhance overall operational efficiency to optimise resource management in terms of time, cost and manpower allocation.
- Grow the Group’s Global Portfolio and catalyse Business Development Momentum: Progressive Signing of Hotel Management Agreements to establish strong brand recognition and product/service loyalty in new terrains globally, particularly for our luxury flagship brand LUX*, and active discussions for a number of highly potential new projects.
- Keep our leadership in term on F&B offering, still being innovating and launching creative and new products.
How do you define luxury and excellence in the hotel industry today? How do you plan to align The Lux Collective with this vision?
At The Lux Collective, we are in the business of time, where time is luxury. Coincidentally, this greatly resonates with my personal take on the definition of luxury as well.
With my 37 years of luxury hospitality experiences across the world, luxury is no longer about bling and glam but luxury is about the finer appreciation of treasured moments in life with your loved ones.
Our Group helps people to celebrate life by delivering consistently on the promise of a different kind of luxury across our four different brands.
Ultimately, it is about creating uniquely innovative experiences that are elegantly delightful and at times, with a fun and playful twist - that breaks from the ordinary.
For me, excellence is a quality which springs from within. It is passion from the heart. In hospitality, particularly luxury hospitality, it is all about having a passion for people so as to deliver the dedicated service with personalised care.
We need to continually inspire this passion with talent development and skills uplifts for team members, while recruiting passionate young talents who truly enjoy connecting with guests.
With the right fit, service excellence will flow naturally.
Could you describe the DNA of your four brands?
The Lux Collective (“TLC”) is a Mauritian-born global luxury resort operator and manages four brands LUX*, SALT, TAMASSA and SOCIO.
At the heart of its purpose, The Lux Collective makes each moment matter and cares about what matters. Putting people first is the core of TLC’s culture as well as staying true to the values of being passionate, responsible and innovative in all that it does.
By providing comfort through thoughtful and exquisite designs, TLC creates experiences that make each moment matter for all guests. An industry hospitality leader in sustainable development, we focus on ESG+ (environmental, social and governance) initiatives, committing to operating in a considered and respectful manner that is mindful of future generations.
At LUX*, time is luxury. In a world where a deeper sense of connection can be hard to reach, even on vacation, it enables guests to break from the ordinary. Staging exceptional experiences in different locales – whether on the beach, in the city or in Nature, it transforms the everyday into the extraordinary through elevated service, contemporary spaces and crafted escapes to truly disconnect and relax. LUX* helps people to celebrate life by delivering consistently on the promise of a different kind of luxury; hospitality that is “Life Extraordinary”.
Unveiling the heartbeat of the destination, SALT is a sustainability-driven adult-only resort that takes the culturally curious to people - not just places. SALT is a way of life, highlighting a culture of authenticity and exploration. It is the brand for lovers of design, food, travel and all things local. The first Design Hotel member in Mauritius.
Derived from 'tamasha', a Hindi word meaning ‘festive’, TAMASSA evokes the beat of the tam-tam drum. An all-inclusive hotel on the southwest coast of Mauritius, celebrating “Good Times, Together”.
Finally, SOCIO is a bold, social and inclusive urban hotel devoted to helping people be the best version of themselves 24/7. Inspired by the word ‘social’ where people convene and connect, Socio is more than a modern hotel with a co-work hub. It is a brand with stylish vibes.
The Lux Collective has plans to expand into high-potential markets such as the Maldives, Mauritius and the United Arab Emirates. Could you tell us more about the group's ambitions?
Growing the global presence, The Lux Collective currently manages a portfolio of 18 operating resorts and hotels with a total of close to 1,600 keys in Mauritius, Maldives, Ile de la Reunion, Tanzania and China.
There are 13 more hotels in its progressive development pipeline in Asia and the Middle East.
Looking at 2025 and beyond, The Lux Collective has revealed four innovative projects for our luxury flagship brand LUX*.
We are excited to gain a foothold in the United Arab Emirates and will debut with our first two projects in Sharjah, a cultural capital inspired by rich traditions and innovation. We are very proud to partner with Shurooq - the tourism investment arm of the Government of Sharjah, and contribute to its sustainability,based strategy and tourism development. Travellers seeking rich cultural heritage and scenic settings can explore the desert of Sharjah with a duo of openings, LUX* Al Jabal and LUX* Al Bridi (both in mid 2026).
Those seeking a new-kind of island life can uncover the jungle-draped coastlines of LUXNAM* Phu Quoc in Vietnam (Q4 2025), a modernistic overwater resort with 126 villas. The first overwater villa-only resort in this part of Asia, it will be perched above the waters and coral reefs of the Kien Giang Biosphere Reserve.
Travellers looking to indulge in a luxury urban resort oasis coupled with the beauty of art, LUX* Guangzhou in China will feature nature-inspired travel to enrich the body, mind and soul, exuding charming historic heritage (Q2 2025).
What strategies will you put in place to ensure the brand's successful entry and growth in these new markets?
These four new openings are designed and built in harmony with nature and with reinterpreted local traditions, where the Group's sustainability DNA is integrated throughout each resort.
As a new luxury brand, well-crafted strategies are critical for the brand’s successful entry and growth in these new markets. Besides ensuring smooth operational efficiency coupled with world-class service, brand awareness building through marketing communications is of top priority.
Leveraging digital platforms and social media, partnering with trade and influencers, leveraging on like-minded partnerships, targeted public relations outreach and impactful marketing campaigns are key strategies to create a strong branding and reach the savvy global travellers.
 At TLC properties, every detail counts, as seen here in the lobby of the LUX* Belle Mare
Photo credit © The Lux Collective
 The hotel swimming pools are emblematic features of the hotels, often offering breathtaking views, as here on the ‘BISOU’ rooftop at LUX* Grand Baie
Photo credit © The Lux Collective
 LUX* Belle Mare, which cultivates minimalist luxury, reopened its doors a year ago after a complete renovation
Photo credit © The Lux Collective
 The group is establishing its properties in paradise destinations, as here at LUX* South Ari Atoll in the Maldives
Photo credit © The Lux Collective
 TLC's DNA includes a philosophy of well-being, as seen here at LUX* Grand Baie, which offers its guests a detox retreat
Photo credit © The Lux Collective
 Catering is one of the group's key differentiators, and its restaurants are among the best in each destination, as at LUX* Belle Mare
Photo credit © The Lux Collective
 The TLC experience is mainly enjoyed outdoors, as here at the Bodrum Blue restaurant at LUX* Grand Gaube, which offers Turkish cuisine for sharing
Photo credit © The Lux Collective
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