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CAREER – PIERRE-HADRIEN HELBECQUE, HOTEL MANAGER, THE CARLYLE, A ROSEWOOD HOTEL IN NEW YORK: "YOU CAN'T BRING PEOPLE TOGETHER IF YOU DON'T EMBODY WHAT YOU EXPECT FROM THEM." (United States)
With humility as his guiding principle, Pierre-Hadrien Helbecque draws on his passion for food and beverage and his multicultural experience to orchestrate hospitality at The Carlyle that is as demanding as it is sincere. |
Category: North America & West Indies / Carribean islands - United States - Careers
- Interviews and portraits
- Career - Interviews
Interview made by Vanessa Guerrier-Buisine on Monday 11 August 2025
 Pierre-Hadrien Helbecque, Hotel Manager at The Carlyle, A Rosewood Hotel, New York
Photo credit © The Carlyle, A Rosewood Hotel
Trained at the École Hôtelière de Paris and graduating from the École Hôtelière de Lausanne (now EHL) in 2006, Pierre-Hadrien turned his attention to the international scene through formative internships at the Sofitel in Minneapolis, the Prince de Galles in Paris, and then the Peninsula in Bangkok. In 2007, he joined the Raffles Grand Hotel d'Angkor in Cambodia, where he spent more than three years, progressing from restaurant manager to Assistant F&B Manager, before joining the Hilton Tokyo, which he had to leave following the Fukushima crisis.
In the summer of 2011, he joined the Grand Hotel Kempinski in Geneva (now the Fairmont Grand Hotel Geneva), where he was promoted to F&B Director for the first time. This adventure lasted nearly five years. This was followed by a period of entrepreneurship, then the management of a restaurant in Geneva. The call of the hotel industry brought him back to the Fairmont Monte Carlo in 2019 as F&B Director. In 2021, he joined Rosewood Hotels & Resorts, taking over the F&B management of the Hôtel de Crillon,A Rosewood Hotel, where, for nearly four years, he has been juggling operational management and large-scale projects.
In April 2025, he took on a new challenge by becoming Hotel Manager of The Carlyle, A Rosewood Hoteland its 192 rooms and suites, in New York. Since then, he has embodied a management style based on humility, high standards, and leadership that inspires and unites. Both a strategist and a man of action, Pierre-Hadrien Helbecque supervises 380 employees with a resolutely human vision. “I believe in hands-on leadership, where transparency, listening and authenticity are central,” he tells Journal des Palaces.
In this insightful interview, he looks back on his transition from F&B to hotel management, the challenges of his arrival at the Carlyle, the demanding context of New York, and his role in the upcoming opening of The Chancery Rosewood in London. He also shares his vision of excellence and guest experience and offers valuable advice to those who dream of an international career.
Journal des Palaces: Moving from F&B to Hotel Management is a significant career change. What motivated you to leave the Hôtel de Crillon and a world that is so dear to you, and how did you approach this transition to hospitality?
Pierre-Hadrien Helbecque: It was a decision that matured over time. The restaurant business is a world of passion, creativity, and fast pace that has given me so much. The years I spent at the Hôtel de Crillon – A Rosewood Hotel were among the most intense and memorable of my career. I was fortunate enough to oversee the launch of some exceptional concepts, such as Nonos & Comestibles in collaboration with chef Paul Pairet, and Butterfly Pâtisserie, with our corporate team at Rosewood Hotels & Resorts in Hong Kong. These projects really gave meaning to my role, as they combined excellence, innovation, and emotion.
But after almost twenty years in F&B, I felt the need to open myself up to a more cross-functional view of hospitality. My goal was not to leave the restaurant business, but to broaden my playing field. Accommodation, related services, human management in a global sense… all of this had been appealing to me for some time.
I approached this transition with a great deal of respect and humility. It's a different pace, a different way of working with guests, and a different way of managing. But the goal remains the same: to create memories, stir emotions, and leave a lasting impression.
I was fortunate to be supported in this transition by my former General Manager, Vincent Billiard, who always encouraged boldness and the desire to progress. Leaving such a close-knit team was difficult, but this transition now allows me to continue building exceptional experiences on an even larger scale.
What goals were set for you when you arrived in New York?
When I arrived at the Carlyle, Marlene Poynder, the General Manager of the property set two major goals for me.
The first is operational: to maintain the excellence and high standards that have made the Carlyle's reputation, while bringing a new vision inspired by my international experience. The idea is to guarantee impeccable service at all times, enhance the personalization of the welcome, and turn every detail into an opportunity to create emotion. This has led to concrete results, such as good audit scores.
The second objective is strategic. It involves strengthening the financial discipline and economic performance of the hotel, without ever compromising the quality of the guest experience. In a context where the expectations of luxury travellers are evolving and pressure on margins is real, it is crucial to carefully manage productivity, cost management, and point-of-sale profitability, while continuing to offer a level of service that matches the Carlyle's iconic status. This groundwork requires an agile approach, decisions based on accurate data, and close collaboration with department heads to balance attention to detail with operational efficiency.
The Carlyle is not just another hotel: it is a New York institution that has maintained a balance between sophistication, discretion, and history for nearly a century. My role is therefore to ensure that every change respects this heritage while meeting the expectations of an increasingly diverse and demanding guest base.
Finally, I am also committed to strengthening team spirit, working hand in hand with unions and department heads, and creating the conditions for a collective dynamic focused on the future.
What are your specific responsibilities, and how do you continue to build bridges between your current role and your operational roots in the restaurant industry?
As Hotel Manager of The Carlyle, my responsibilities cover the entire operational spectrum of the hotel: accommodation, F&B, engineering, residences, finance, human resources, and more. My goal is to orchestrate some 50 different professions to deliver an excellent guest experience.
I also work alongside our General Manager on renovation projects, strategic planning, budget monitoring, performance indicators, and everything related to corporate culture. I work closely with the executive committee to maintain the quality of our services and ensure sustainable financial results. And people remain at the heart of my work: I support managers, develop talent, help manage union issues, and ensure that the team remains positive and ambitious.
My roots in F&B remain very much present. They influence my management style, my attention to detail, and my understanding of customer service. At the Carlyle, F&B operations are strategic: Bemelmans Bar, Dowling's, Café Carlyle, The Gallery, and our event offerings are at the heart of the property's identity. I am therefore personally involved in their development.
This cross-functional approach between accommodation and F&B is, in my opinion, a strength. It allows me to create synergies between teams, anticipate guest needs, and ensure that every interaction contributes to a smooth and consistent experience. My background in F&B gives me the ability to sense the dynamics on the ground, react with agility, and unite teams around a common vision. It's a valuable compass in my role as Hotel Manager.
You are known for your humility and team spirit. How would you describe your management style and how you bring your teams together?
My management style is deeply human and caring. I believe in hands-on leadership, where transparency, listening, and authenticity are key. The hotel industry is a service industry, and therefore a people industry. For the guest experience to be successful, teams must first feel valued, supported, and involved.
I strive to develop a work environment where everyone has their place, where talents can express themselves freely, and where individual contributions are recognized. This involves regular feedback, a structured training policy, moments of celebration, but also setting an example on a daily basis. You can't bring people together if you don't embody what you expect from others. However, this requires adapting to the codes of each country. In the United States, setting an example includes not taking someone else's place in their work.
I value collective responsibility, initiative, and co-construction. I don't believe in a rigid hierarchical management structure. Every employee, from the concierge to the executive chef, has a strategic role to play in guest satisfaction. My role is to give meaning, align objectives, and create the conditions for lasting commitment.
This approach has enabled me to navigate complex periods with confidence, particularly during the post-Covid reopening of the Hôtel de Crillon and in the very unique context of the Carlyle, where tradition and renewal must coexist.
Management also means knowing how to question yourself, remaining curious, and never forgetting that we learn as much from our teams as they learn from us.
How do you apply your management techniques in a city as demanding as New York?
New York is both a complex and fascinating playground. The demands are constant: from guests, from teams, from competitors. To succeed here, you need to combine agility, benevolent authority, and clarity of objectives.
My international experience in Europe, Asia, and now the United States has allowed me to refine a multicultural and adaptable management style. In New York, I quickly realized that you have to be very clear about expectations, while leaving room for everyone to express themselves.
Do you have any specific examples?
A concrete example: at the Carlyle, we recently welcomed an important diplomatic delegation in a confidential context. I brought all the teams together, from room service to security, around a concept I call “silent hospitality”: excellent, fluid service, without excessive zeal, with constant anticipation but absolute discretion. Side doors kept open while a VIP passed through the revolving door to allow security personnel to enter at the same time, lifts held open until the VIP arrived while ensuring a smooth experience for other guests, a floor already prepared to welcome an entire delegation… These are all invisible and silent gestures that make the experience flow smoothly. This required surgical coordination between departments. The result was unanimously praised, both internally and by guests.
In New York, I also rely on a culture of hands-on management: I am present, I have lunch with the teams, I attend briefings, and I am involved in training. This allows me to maintain a strong collective dynamic despite significant constraints, including the union framework, turnover, and schedules.
I also sometimes go on walks with certain members of the team, both in public areas and back-office areas. These moments on the ground allow us to identify areas for improvement that have been overlooked. During one of these walks, I noticed a problem with the paint on the ceiling, just opposite the concierge's office. When I asked why nothing had been done, I was told that some concierges preferred to avoid any disruption during their shift. The concierge on duty that day said he was not opposed to the work being done. We then agreed on a date for the work to be carried out. This is a concrete example of a simple situation that could have continued without regular presence on the ground.
What about your relations with the unions?
I have learned to turn local specificities into positive levers.
When I arrived, I wanted to set up an internal recognition program that would strengthen team commitment without increasing the operational burden. The Rosewood group has a tradition of recognizing its employees through handwritten cards sent in gratitude for outstanding service. This practice works very well in some cultures, but it can sometimes raise reservations here in a unionized environment, where people are particularly sensitive to perceptions of fairness within the group.
Not everyone is necessarily comfortable with highly personalized recognition. However, I was keen to introduce a form of recognition that was meaningful. We therefore opted for a factual approach based on written feedback from our guests. When they mention a first name or describe a particular gesture, we follow up with a thank-you card addressed to the employee concerned. This simple, direct and fair approach allows us to highlight the concrete impact of each individual, while respecting the sensitivity and culture of the place.
You have also been asked to support the opening of The Chancery Rosewood in London. Could you tell us about the specific tasks you will be undertaking in this context?
I am honoured to be involved in the upcoming opening of The Chancery Rosewood in London, scheduled for the third quarter of 2025. This hotel is a major project, as it will be located in the former U.S. Embassy, an iconic building that has been transformed into an ultra-luxurious property.
In this role, I will be acting as “Rosewood Champion,” providing concrete operational support to the local teams in the weeks leading up to the opening. I will be on-site for two weeks to supervise, train, observe, and share my knowledge.
Specifically, my tasks will include:
- Sharing the standards of the Rosewood brand, particularly our A Sense of Place philosophy and the experiential approach that characterizes it.
- Supporting leaders in ramping up operations: flow management, interdepartmental coordination, final adjustments before welcoming the first guests.
- Providing a friendly outside perspective, drawing on my experience from previous openings, to help identify areas for improvement or caution.
- Motivating teams during this intense, sometimes stressful phase, when the excitement of the opening is mixed with significant pressure.
It's an exciting time because opening a hotel is above all a human adventure. It is important to unite, communicate, reassure, and celebrate every step forward. I am proud to contribute to this new chapter for Rosewood, and to be able to do so with talented colleagues from across the group.
What is your vision of excellence, and how do you bring it to life every day through the guest experience and the employee experience?
For me, excellence is a controlled emotion. It's not just a standard or a measurable result, it's a form of elegance in movement, sincerity in hospitality, and precision in intention. It's when a guest leaves with the feeling that they've experienced something unique, without always being able to explain it.
Of course, this excellence requires attention to detail: a handwritten note, an anticipated gesture, a smile at the right moment. But it is also built through the internal culture of the property. An employee who is valued, trained, and inspired will naturally embody this requirement.
Every day, I strive to create an environment where this excellence is possible without being overwhelming. It must not become pressure, but a reflex, an attitude. This involves:
- A strong presence on the ground, to provide support and adjust in real time.
- Constructive feedback, never punitive.
- Sincere recognition: valuing small victories and celebrating individual initiatives.
I also believe in shared excellence. It is not based on a single department but on the osmosis of all. The guest experience is lived by everyone, from the valet to the housekeeper, from the waiter to the receptionist.
Finally, I attach great importance to experiential training, peer mentoring, and inspiration from outside the company. Excellence is something alive, which evolves with the times and desires. Our role is to preserve its essence while embodying it in a modern way.
Moving to New York after Paris means embracing a new hotel and cultural ecosystem. What were your first impressions as a French hotelier in the Big Apple?
- Moving to New York means diving into a whirlwind of energy, diversity, and high standards. It's a city where everything moves very fast, where anything is possible, but nothing is really guaranteed. As a hotelier, you enter a highly structured, ultra-competitive ecosystem with high standards… but also incredible freedom of action if you manage to prove yourself.
- What struck me first was the contrast with Paris. Whereas in France we value history, discretion, and the art of entertaining with restraint, New York celebrates efficiency, personality, and results-oriented service. This requires a great ability to adapt, without denying what makes you who you are.
- The famous “French Touch” remains an asset. It arouses curiosity, sometimes admiration, particularly in our relationship with aesthetics, tailor-made service, and gastronomy. But it must be contextualized. You have to know how to listen, understand the expectations of American and international guests, and build bridges between cultures rather than impose your own model.
- The social context is also different: the strong union presence in New York imposes a structured framework that you have to learn to integrate intelligently. But once this dialogue is established, you discover a real internal solidarity and a truly impressive attachment to the hotel among the teams.
- New York also impressed me with its resilience. It's a city that bounces back, creates, and inspires. I've found a rare collective energy and capacity for innovation that stimulates me every day. It's a constant challenge, but one that I embrace with enthusiasm.
What is the essential information to know before moving to this city?
New York is a fascinating but demanding city. Before moving there, you need to be very clear about certain factors, both professional and personal.
First of all, the cost of living is extremely high, especially for housing. Finding a flat in Manhattan or nearby requires a substantial budget, solid guarantees, and often a good deal of patience. This is something to anticipate.
Next, the professional environment is very different from what we are used to in Europe. Management is more direct, expectations are high, and a results-oriented culture is omnipresent. The hierarchy is often less formal, but efficiency, speed of execution, and the ability to find “out of the box” solutions are essential.
The legal framework (visas, social security, retirement, etc.) is also complex. It is important to surround yourself with the right people from the outset: an immigration lawyer, tax advisor, appropriate health insurance, etc. The American system is based on greater individual autonomy than in Europe.
But all this is offset by an incredible multiculturalism, a very open professional network, and an environment that encourages you to constantly reinvent yourself. In New York, we are lucky to work alongside professionals from all over the world, which opens our minds and enriches every exchange.
Finally, you have to be prepared to step outside your comfort zone. New York doesn't reveal itself right away, but it offers countless opportunities to those who are resilient, curious, and have a dash of well-placed audacity.
What advice would you give to a young professional who wants to build an international career?
I would give three essential pieces of advice.
The first: stay curious and passionate. An international career is not a straight line like a long, calm river. It is made up of discoveries, obstacles, and encounters that transform you. Listen to others, open yourself up to cultures, languages, and ways of thinking that are different from your own. It is this broader perspective that will make you a well-rounded leader.
The second: stay true to yourself. You can be inspired by others without ever denying your own identity. In a globalized world like the hotel industry, it is authentic personalities and sincere career paths that make the difference. Learn, adapt, but don't forget what drives you deep down.
Third: be willing to step outside your comfort zone. It's not always easy: moving abroad sometimes means being alone, feeling out of place, and having to prove yourself twice as hard. But it's in these moments that we grow. Dare to say yes to opportunities that scare you a little. They are often the most formative.And always take your heart with you. It will guide you in making the right choices, help you bring teams together, create authentic experiences for your guests, and give meaning to every step of your journey. Hospitality is about soul before it's about technique.
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