Andrea Scherz, when you look back – how did you experience 2025?

Let’s go back a little further. Since the pandemic, an enormous amount has shifted. People consume differently today. They question more critically what they want to spend their money on.

Material luxury goods are losing importance, while experiences, travel, and personal time are becoming significantly more important.

How does this shift play out in the daily operations of a five-star hotel?

Guests invest less in status symbols and more in quality, atmosphere, and experiences. They do not want to impress; they want to arrive.

Could you explain that in a bit more detail?

It affects not only accommodation, but also gastronomy, leisure experiences in nature, and personal attention.

This trend can be felt globally and is further intensified by climate change: classic summer destinations on the Mediterranean are losing appeal, while cooler regions, the mountains, or the North are gaining in importance.

Despite all the sustainability efforts and increased «mindfulness,» luxury and wealth are under growing public scrutiny. Do you feel this as well?

Yes, very clearly. Wealth is questioned far more quickly today than in the past. Many affluent individuals therefore seek to remain as discreet as possible. At the same time, we live in an era of constant public exposure.

«Ratings have become an instrument of power.»

Due to social media, there are hardly any unobserved spaces left. This increases the demands on security, discretion, and the way guests are handled. Everything today has to be resilient and at the same time legally watertight.

That must have been different when you entered the hotel industry nearly 30 years ago. What has changed the most since then?

The biggest change has been digitalization and the influence of platforms such as review portals and search engines.

In what way?

Ratings have become an instrument of power. Sometimes they are deliberately used as leverage. This changes the relationship between host and guest and creates additional stress for hotel operations.

How strongly do booking platforms influence your business economically?

The commissions are very high. The financial pressure is clearly noticeable. At the same time, these platforms provide reach. In that sense, one has to learn to use them strategically without surrendering control.

As a result, how has your offering changed over time?

Surprisingly less than many would expect. We haven’t constantly invented new concepts; instead, we have continued to develop what already exists.

«Many trends appear modern, but are often short-lived.»

Our hotel is not meant to be a trend hotel, but a place of continuity. Guests should feel as though they are sailing into a calm harbor.

Still, you do have to continue evolving. Where do you find inspiration?

Above all, from conversations with guests and employees. Direct exchange is more important to me than any online research.

Many trends appear modern, but are often short-lived. Authenticity does not arise from copying, but from consistency and attitude.

How do you approach digitalization in your hotel operations?

Very consciously and very cautiously. I want as little digitalization as possible in direct contact with guests. No iPads in rooms, no anonymous check-ins, no robots at reception.

«Bureaucracy, data protection, and legal requirements tie up enormous resources.»

In short: a hotel lives from human encounters. Technology may support this, but it must never replace people.

Personalization aside, costs are constantly rising overall – also in IT. How do you deal with that?

That is one of the greatest challenges. IT was long underestimated in the hotel industry, but it has now become indispensable. At the same time, it is becoming increasingly difficult to find skilled professionals.

Bureaucracy, data protection, and legal requirements tie up enormous resources that one would much rather invest in quality and service.

On top of that, your operation is a family business. How much weight rests on your shoulders?

A great deal. The hotel is not just a business; it is part of our lives. Three generations have grown up here.

As a child, I spent time with my grandparents every day – the hotel was always present. This emotional bond continues to shape decisions to this day.

Is the transfer to the next generation a topic?

We give our children complete freedom. They should go their own way. Taking over a company purely out of a sense of duty would be a poisoned gift.

«Of course there were critical voices, which were noticed all the more.»

Happiness and satisfaction are more important than tradition at any price.

Have there been offers from investors or international hotel chains?

Yes, very lucrative ones, in fact. So far, we have consciously declined them. Not out of nostalgia, but because we are happy with what we do – and because we are proud to continue running the business as a family operation.

Last year, the Gstaad Palace was the subject of a widely discussed documentary on Swiss TV «SRF». How do you personally assess that experience?

Very positively. Of course there were critical voices, which were noticed all the more, but the vast majority of feedback was supportive.

Many viewers only then understood how much work, organization, and responsibility lie behind such a (family-run) business.

Why did you become a hotelier?

Ultimately because of my family and because of this place. I am able to live and work in one of the most beautiful locations imaginable. That privilege should be appreciated. It accompanies me every day.

What does a typical working day look like for you?

There is no such thing. Technology, conversations with employees, operational decisions, guests, strategy. This variety is demanding and sometimes very hectic. But that is exactly what makes my profession exciting.

And privately – what wishes do you still have?

I have a very fulfilling profession and can afford myself a lot of time. Perhaps I would occasionally wish for a few days by the sea – without a program, without appointments.

Andrea Scherz has been director and owner of the Gstaad Palace since early 2001. The hotel has been in his family’s possession for three generations. After completing his training at the École Hôtelière de Lausanne, he gained international professional experience at leading properties in London, Italy, and the United States, including the Savoy in London. For more than 25 years, he has shaped the development of the Gstaad Palace, consistently positioning it in the top tier of luxury hospitality by combining tradition with modern entrepreneurship. In January 2022, he was elected chairman of the executive committee of The Leading Hotels of the World (LHW) – a role previously held by his father, Ernst Andrea Scherz. His entrepreneurial approach is guided by the conviction that independence, continuity, and lived hospitality are the decisive foundations for sustainable success in the luxury segment.