HUGUES HAD STRUCTURED the hotel in the traditional way he had learned at the École Hôtelière and at all the important hotels where he had worked. And he made good use of his staff. He had a back office, which handled all the business aspects of running the hotel, reservations, sales, marketing, and accounting, all functions that were vital to the operation of the hotel. The human resources staff were part of the back office too, and they dealt not only with the employees but with the labor unions, which was crucial. A strike could cripple the hotel. Hugues had picked his staff with infinite care and knew full well how important they were. If reservations weren’t diligently handled with minute precision, and carefully kept track of, or if accounting was inaccurate, it could put them out of business. And he kept a careful eye on all the administrative aspects of the hotel. He had a profound respect for how important the back office was, despite the fact that their guests never saw any of those people, but the smooth running of the hotel depended on the competence of the administrative staff, and he had chosen them well.

The front desk and concierges worked hand in hand and were key faces that the hotel guests saw on a constant basis. Without a smoothly run reception desk, and supremely competent concierges, his guests would have swiftly shifted their allegiance to other better-run hotels. Among the many functions they performed, they had to meet the sometimes-exotic needs of their VIP and celebrity hotel guests. They were used to movie stars, who insisted on changing suites three and four times until they found the one that pleased them, had their assistants send long lists of special dietary needs in advance, and required everything from satin sheets to orthopedic mattresses, special items for their children, air filters, hypoallergenic pillows, and masseurs to be standing by day and night.