How did you find your first 100 days at the Kursaal Bern?
Extremely pleasant – an appreciative and motivated team, a high level of professionalism and, above all, the many young people on training and further education courses. It was a brilliant start.
What conclusions do you draw after 100 days?
The Kursaal Bern is a complex network of a wide variety of offerings, yet everyone has ‘their own’ Kursaal Bern. Many people are still unaware that we provide one of Switzerland’s largest conference facilities here, to a very high standard. We can count on a very large base of regular customers and have invested heavily in the hotel infrastructure and restaurants. With its quality of stay, its integration into the city, and two UNESCO World Heritage Sites on our doorstep – which are ever-present in the conference rooms – there is even more potential for the Kursaal Bern and Bern as a destination. I’d like to explore that further.
Was there anything that pleasantly surprised you?
I hadn’t expected the ISO 9001 processes to be implemented in practice to such an extent. A functioning sustainability team, in which the manager works alongside apprentices to shape a sustainable future for the business, was also a real novelty for me.
What specific measures have you already taken?
We’re taking a very close look at our public image. In future, the Kursaal Bern should present itself even more clearly as a high-performing conference centre. Accordingly, we’re working on an improved B2B presence and offering. In addition, it should establish itself regionally as a cultural venue and catering operator.
Is there a new strategy under your leadership?
You can’t completely reorient a venue with a heritage dating back to 1859 overnight. My aim is to establish a major venue offering a top-class range of services in line with the priorities already set out. With the conference centre, the hotel and the casino, we have three pillars that need to be further strengthened. Building works will significantly improve both comfort and the venue’s energy efficiency. We’re investing several million in this. The Kursaal Bern should facilitate major events with its own distinctive style and unique experiences, and be Switzerland’s leading ‘boutique’ conference centre.
What are the biggest ‘areas for improvement’ that you see at the moment?
The building sites on the 6th floor (laughing). We have an ongoing need for renovation and refurbishment within the building; a lot of groundwork has already been laid for this, and plans are in place extending beyond 2030. Generally speaking, maintaining the infrastructure is a constant challenge. On top of that, we operate 365 days a year with ever-changing needs: there’s a lot of detailed work to be done, including when devising future, larger-scale projects. You have to get the team – who are heavily involved in day-to-day operations – on board with this.
What priorities would you like to set?
I’ll say it again: the Kursaal Bern is a major Swiss conference centre offering a full range of services. The venue must be top-class to survive. The priorities lie in maintaining and further developing our offering and in promotion. We need to raise our profile.
What do you find particularly special about the Kursaal Bern?
That it is a Bernese and also a Swiss institution.
What have you learnt about Bern as a destination?
A gem that’s far too underrated.
