Carsten K. Rath has provided Zurich with the "Kameha Grand," a lavishly staged hotel. A conversation about service quality, categorizations, and tax havens.
Interview: Sarah Kohler | Photos: Stefan Kaiser
On your website, one reads about a "unique service philosophy" and "revolutionary ideas" that you attribute to yourself.
Carsten K. Rath: I do not attribute these to myself; that would be arrogant. In the hotel and gastronomy industry, we always focus back on the nucleus: warmth. Many hotels have great designs, others are traditionalists, and when it comes to food and drinks, it always depends on the raw product – but I can find all of that elsewhere too. I claim: Friendliness can be found in many places, as it is purchasable. Warmth cannot. Big difference! Warmth cannot be trained, it is a prerequisite, an attitude. When I strive for the well-being of guests, it always involves a connection between people. The crucial question is: Is it unique, special, warm-hearted, honest, authentic, believable? Or just sober, satisfactory, maybe friendly?
Is that the revolutionary idea?
That is the service philosophy that we consistently follow. It always revolves around the attitude. Additionally, we reinterpret Grand Hospitality. Differently. If you ask a traditional guest in a five-star establishment how they define Grand Hospitality, they will refer to houses that are more historically oriented, existing for over 100 years. In fact, true Grand Hotels were always revolutions of their time. Who was the founder of Grand Hospitality?
"Today, everything is easily categorized: Bauhaus style, Art Nouveau, no style..."
César Ritz?
Correct. And what did he do? He was the first Grand Hotelier to install electricity in a building; not in a hotel – in a building. Who else was a great hotelier? Lorenz Adlon. He, in turn, was the first host to install both cold and hot running water in a building, allowing the German Emperor to take his first bath at the "Adlon" in Berlin. These were revolutionary thoughts that had nothing to do with tradition. Of course, a "Baur au Lac" is an excellent Grand Hotel, but there is also a modern version. Let me provide another example here. There was once a hotel chain that defined luxury by creating a "home away from home" for guests. A home away from home? Nobody wants that anymore. When I travel, I don't want the same experience as at home; I want to be surprised, inspired, and discover new things.
How does this apply to the "Kameha Grand" in Zurich?
Take the design, for example. Today, everything is easily categorized: Bauhaus style, Art Nouveau, no style... And what style do we have here? I even invented a term, so that we fit into a category too: Neo-Baroque. That doesn't actually exist (laughs).
What is so unique here, specifically?
We turned gastronomy upside down. Our guests can eat and drink whatever they want, wherever they want, whenever they want, and however they want. You know: you're in a hotel and want to have breakfast at 1 pm. What response would you get in a traditional establishment? Exactly. But why can't you have breakfast at that time? Sure, no one wants to set up the entire buffet again, but everything that was on it is now in the fridge and just needs to be taken out and served. So. Additionally, we created worlds here that guests don't need but feel comfortable in. No one needs a shisha lounge – but it is one of the favorite spots of our guests here.
In August, the "Kameha Grand" will be one year old. Is it doing well, is it well-received?
Those are two different questions that I would like to answer differently.
Please go ahead.
Is it doing well? Some things are running excellently. Others need more time. Let's start with the positive, as that's easier for me. The gastronomy is doing great, the Italian restaurant, the lounges, the gourmet restaurant, the terrace: a success from the first minute. The seminar rooms are also well-booked. However, we created a "Dome" – the largest conference room in Switzerland with 701 square meters, over seven meters high ceilings, a glass facade, and its own terrace – which is not doing as well. It is perfect, but few know about it. That's difficult for me, as it was a major investment. The spa, on the other hand, is popular. And the rooms? I would like to see better occupancy there. However, the themed suites have excellent occupancy rates.
Why did you choose Zurich as the location?
This question must be viewed historically. When was the decision made for this hotel? Six years ago. Back then, Zurich, with all due respect, was a different city than it is today. Zurich was a boomtown, a cool enclave with bankers, banking secrecy, funds from all over the world, a highly educated population, a liberal attitude towards Europe. Zurich was, for me, the prime example back then – closest to perfection, where one would want to live. And what happened? This is now a very geopolitical, economic, and selfish consideration that follows.
Go on.
First, the major banks and later the Swiss state allowed themselves to be dominated by the American state. While the tax haven of Delaware began to flourish, Switzerland was left high and dry. Suddenly, we were comparable, banking secrecy was lifted, the pressure increased. You know: Switzerland does not like equality – rightly so – because it never leads to elite status, never to results. But the mediocre strive for it: they prefer to pull down the good rather than improve themselves. That's exactly what happened to us in Switzerland: the mediocre attacked and hurt Switzerland. Suddenly, it became difficult to bring in funds from other countries, there was a shift to the right. As a foreigner, I can judge that one no longer felt as comfortable in the country.
Are you disappointed in Zurich?
Not at all, otherwise I wouldn't be here anymore. But I would like to work through this. What happened next? The Ukraine crisis. This was associated with sanctions, and Putin told his people: Please don't travel to the West anymore – Sochi is also nice. Or the consequences of the Arab Spring: All of North Africa is in ruins, the fear of traveling is great. And then – who doesn't remember? – on January 15, 2015, the Swiss Franc shock. Plus: Today, we no longer have Asian individual tourists because they have a fear of terror. Not specifically in Zurich, but because of London, Paris, or Brussels – and they only come to Switzerland if they are also traveling to Europe.
Are you optimistic?
Switzerland has always managed. Nevertheless, I may not be intelligent enough or have enough imagination, experience, or background knowledge to say how. I do have some doubts, it concerns me.
You are a successful person...
What is success?
Let's say: economically successful.
What is economically successful? Compared to Abramovich, I am the dirt under the fingernail. But I can buy my schnitzel for tomorrow, yes.
You have a career that suggests you are ambitious and achieve your goals. No?
No.
How would you describe yourself then?
You see: here comes the categorization again. For me, success is being free. Freedom is my greatest drive. Of course, there are means that make me free: health, primarily, or a certain amount of money, to address your monetary question – because I can buy a cigar with it when I want to smoke one. But these are means, the purpose is freedom.
The philosophical reflection is beautiful. But what I actually wanted to ask: How do you deal with doubts as a person like you?
Every day, repeatedly. Doubts are disruptive factors, they are the engine and guardrail. What is the guardrail of freedom? Responsibility. And with this responsibility, one doubts repeatedly.
In 2010, you were named "Employer of the Year" in Germany. What sets you apart as an employer?
Challenging and nurturing. I certainly polarize: Some people never want to work with anyone else, while others see me and change sides. I praise what deserves praise and criticize what deserves criticism. Respectful in tone, but clear in substance. That is my way: We owe clarity to the employee and especially to the guest. Political correctness rarely leads to the desired outcome.
Do you handle this approach with guests as well?
No, the guest is king to me. And yet, we treat them on an equal footing. I do not demean myself when I serve, many confuse that. Serving is a craft, an art, a philosophy. I stage the guest. However, if the guest insults an employee, they cross a line – and that's where the guardrail of responsibility comes into play. You see, happy employees make satisfied guests. Conversely, happy guests motivate my employees.
Do you actually have insight into all areas of
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