Twelve years have passed since August 2012, when it first opened its doors. Twelve years full of unique stories starring the who`s who of the planet who have chosen this spot in the Peloponnese as a place of isolation, to recharge their batteries, to celebrate unique moments, or even to work. Panagiotis Sopiadis talks to Ernst Ludick, the general manager of Amanzoe, at the end of another excellent year.
- Ernst, a few years ago, you started this journey in the world of hospitality. Tell me about it.
A few... I would say a lot. 20 years. I started at the Cape Town Hospitality School, and my first training job was at an AMAN in 2003.
- Why did you choose the hospitality path?
My father was a pilot, and my mother had spent some years in Singapore. We travelled, hosted people, and spent time in nice hotels, and somehow, I was familiar with this environment, with the different cultures, customs, and traditions.
- And that`s how the professional career started.
At that time, AMAN had only 15 hotels. After a few months in Indonesia, the company was about to open in Bhutan. I found myself in the team preparing the new units. It is a thrilling experience in a unique environment. We were the first international company in a country very different from anything I had known up to that point. As an intern in the food service department, I was promoted and found myself managing five sites in the country that were operating under our company`s signature. There was no access to the raw materials we needed, importing was an extremely difficult process, and we had a lot of difficulties managing. But the truth is that we were having fun and we were remarkably creative in order to cope. With a basic material we were making a whole menu. We spent time with the locals; they helped us by introducing us to new paths. Authentic moments in a relatively isolated environment. In public services, you couldn`t, perhaps to this day, go in jeans; they wouldn`t serve you. On Fridays, you only went around in traditional uniform, everyone, even visitors to the country. I experienced the low-impact, high-value strategy that this country has implemented to date, to a milder degree perhaps, in this country. When I was there, the limit was 9000 travellers a year with a certain cost, a strict program planned before you arrive, an escort at your side at all times and a certain percentage of the money you leave in the country goes to the state. Not one more. This a conscious choice against the Nepal approach, where we have all seen the pictures of groups of people travelling with a sack.
- After Bhutan?
After two and a half years there, the next step was leaving the company. I found myself on a private island in Mozambique, followed by Indonesia, Seychelles, and Mahé. Then, after 11 years had passed, I returned to AMAN. My first stop was Amankila, one of the first, actually the third, hotels of the company designed by Ed Tuttle.
- Let us dwell a little on this internationally acclaimed architect.
He designed the company`s first hotel, Amanpuri, and then seven or eight others, including Amanzoe. Outstanding aesthetics and excellent quality materials. Most of the buildings have something that makes them look like modern monuments. For example, the way he chose where the trees would go here about the buildings and how the whole site would evolve, the visualisation of the vision, the continuity, and the future were key elements of his work. At the hotel in Bali, where I was for six years, as time went on it became more apparent what he wanted to create. Time was and is an element he used in his works. Here in Kranidi, while we are dealing with strong influences of the Acropolis in Athens, the library building has explicit references to a Christian temple. The way in which he passes on messages is so subtle but, at the same time, so influential.
- Let`s get back to your journey.
In Bali, I spent six years, as I mentioned, and I have now reached the point of being a regional manager for five hotels. It was there that I experienced the pandemic. Although the title was quite impressive it was a really tough job. Every day you`re scrambling for money, scrambling to get the borders open. At one point we had taken a train and turned it into an Aman Train in order to move customers safely. They were accompanied on the journey by an anthropologist who presented topics inspired by the areas the train was passing through. The next stop was Greece. I received a phone call and was asked if I would be interested in Greece. I can`t hide the fact that it was a shock. I didn`t expect to be in Europe. I thought there were enough professionals in those areas and no need to come from Asia. However, at the time a person with a certain profile was needed within the company. Excellent timing and that`s how I found myself here in March 2022.
- What have these three years here been like?
They have passed almost in a flash. A lot has happened: fires, floods, huge events with the top fashion houses on the planet, new owners, and different requirements. A lot has happened, a lot really!
- What are the biggest challenges today?
Customers come paying high prices. The demands are often far from common sense, yet we have to act as if everything is perfectly normal. The equipment must always be in excellent condition, the experiences we offer are top-notch, and the service is exactly what every tenant wants. The pressure is too hard. The food itself is a big issue. Some people want tavern, and others want haute cuisine. There is no common ground. Another challenge is now the general conditions. It is difficult to make predictions. This year, we had several bookings literally at the last minute, and while the year got off to a rough start, fortunately for everyone, it ended very well.
- In terms of running Amanzoe, what about the operation characterises you?
There is no excuse. If you come in on the first day of operation or check out on the last day of operation, everything is precisely as it should be. We won`t hide behind expressions like "we are now open" or "you know we are closing". The customer is not concerned. He came to us because he expects impeccable service and the ultimate accommodation experience. For three years now, we have built a team of industry professionals who respond to the specific requirements of the clientele we address. Believe me, it feels like we`re chasing unicorns, but we get it done.
- You operate in an area that, when you opened, seemed absurd. Today, not one or two but three international luxury brands are coming in, and there are rumours of a fourth and a fifth. You have been doing your part in creating this destination for 12 years.
Tourism will grow, the need to travel, and the audience that wants to enjoy these amenities will grow and that in itself is a reason for all this investment to come not only here but in other destinations. At the beginning of our discussion, I mentioned Bhutan. It is in the DNA of the company to open up destinations to reach first and give access to them to its own audience. That`s how we started here as well. The results are awe-inspiring. It`s just a matter of the local community and infrastructure following the pace you mentioned. Becoming a victim of success is not difficult. I hope all the stakeholders involved will respond.
-Your policy on the environment has been in place for many years before it became fashionable, if I may use the term.
You are right. We have been working with respect for the environment long before certain practices became mandatory. We didn`t do it for advertising, we don`t promote it. The social responsibility and environmental practice policies we have in place have been part of our everyday life for many years. We last used plastic bottles a few years ago. Waste management is handled with great care. One thing that strikes me is that especially in Greece, where the land is dry and stony, no one is intensively involved in helping it to become more efficient. Solar energy collection panels and wind turbines are not enough when it comes to environmental policy.
- What does the future bring? I hear of a new Aman in Albania and a second one in Greece, in Mykonos.
You probably know more than I do. None of what you mention has been officially announced; however, it is reported on various sites.
- Are we expecting new city hotels?
The important thing in these projects is the building. In Beijing, the Summer Palace; in Venice, a palace also in New York, one of the four most important buildings in the city. When the right building in the right location is found, then yes, more will come. For example, in Paris and London, we have been looking for many years but have yet to find the right building to house such a residence. But you should expect that in addition to Amanzoe and Amanpuri, we will soon see Nura restaurant grow independently as a restaurant in cities where we need a presence. Similarly to Nama, after we have our hotel, Aman New York will also grow in new destinations without necessarily having our hotel there.
- Before we close, I`d like you to tell me a little about the company.
There is a modern corporate structure at the head office level, which nevertheless allows for several adaptations depending on the part of the world where the hotel is located and the specific conditions prevailing. We listen to the customers and adapt the infrastructure and facilities. For example, this year, we faced days with 45 degrees Celsius; we are now designing spaces here that you can enjoy without being bothered by the temperature and the sun. Our values and ideas are perfectly in line with Greek hospitality. The care of the stranger. What started as an education for me is progressing by going worldwide to unique locations and notable people, guests and partners. Thousands of stories, extraordinary experiences. This is the company.
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