After training in hotel management and initially working in the kitchens of the Café de la Paix in Paris, Loïc joined the Le Méridien hotel group, which took me all around the world – from Iraq to Martinique, New Orleans and Kuwait, to name just a few places. This globe-trotting experience expanded his view of the international world of the hotel business and its different approaches, which has greatly benefitted Disneyland® Paris ever since Loïc joined the company.
Tell us about your career in a few words…
During my international experience, I was fortunate in meeting Sanjay Varma, an iconic figure and the first Chief Resorts Officer for Disneyland Paris, and also in charge of the hotel complex. This was when I had the chance of joining the company. I left for Florida in September 1990 to take part in the Florida Fourteen manager training programme. I was worked at one of the loveliest hotels at Walt Disney World – the Grand Floridian. Returning to France in March 1991 to prepare the Disney Village restaurants for opening, I also worked on for the opening of Beaver Creek (Disney’s Sequoia Lodge), going on to work on the Parkside Diner and Manhattan Restaurant at Disney’s Hotel New York. I then joined the Disney’s Davy Crockett Ranch team, going on to develop the Disney Express service. In 2001, Eric Cosset appointed me Senior Manager, Food & Beverage for Walt Disney Studios Park. I then took the role of Director for Disney’s Hotel Cheyenne in 2005, moving on to manage Disney’s Hotel Sequoia Lodge in 2009 – a thrilling experience that involved a makeover for the hotel and opening the Golden Forest Club!
I have managed Golf Disneyland since November 2013, and am the Director of Disney’s Hotel Cheyenne again, with more big projects in the pipeline, including room renovations over a period of two years starting next June.
What is your role now?
As Hotel Director, I am mainly there for my teams – providing them with inspiration, bringing them on board, motivating them and getting them to work together. I keep a close eye on the management side – seeing team leaders and managers as my internal clients, so to speak. My aim is to give them the best preparation for managing their teams so that we provide our Guests with the best experience we can at the end of the delivery chain. So I have to get my teams on board and help them give their very best. Far from being in an ivory tower, it is vital to go out into the field to observe the everyday reality, assess any problems and make or influence the right decisions. It’s the role of the constant go-between, ensuring that things keep moving in the right direction!
What ambitions do you have for Disneyland Paris over the next twenty years?
In the short term, I am hoping that the renovation work at the Disney’s Hotel Cheyenne will provide an even more immersive and exceptional experience for our Guests. And this quality of experience will definitely continue to be delivered by our Cast Members. And my long-term ambition is to involve our teams to an even greater degree in the development of opportunities for personal interaction with our Guests. This is what they tell us is the main thing that makes their stay unforgettable. To make dreams come true, we obviously have to know our product, heritage and values, but we also need to communicate them to our Guests. That’s why I hammer home the message of the importance of interaction to my teams. Interaction through a word or just a smile needs to become second nature. And it’s with this in mind that we share our experiences of personal interaction at the start of the weekly management meeting. Truly at the heart of the Disney promise, making dreams come true means listening, asking questions, creating a connection and exceeding expectations. And I am convinced that, if we want to bring our teams on board with this, we have to reveal and encourage talent in everyone, making professional efficiency and personal fulfilment work together through a human, dynamic and above all positive approach to management.