'My Resorts Are Not Otherworldly'

Tuesday, Mar. 27, 2001 Adrian Zecha's name is inextricably linked with Amanresorts, the luxury chain he founded more than a decade ago. Amid a nasty shareholder dispute two years ago, Zecha stepped aside, giving up his roles as chairman and CEO. Last October, the dispute was settled and he returned to the helm. Zecha, needless to say, is glad to be back. He spoke to Wendy Kan late last year, and again last week at the birthplace of Amanresorts, in Phuket. Edited excerpts:

How did you feel about stepping down in 1998?
Leaving after 11 years was too soon. But in hindsight, it was the right thing to do.

Why did you leave?
Even though I founded the company, I did not have control. I owned 45% of the company and a friend, Clement Vaturi, owned 55%. But he and his shareholders had a fight. It had nothing to do with Aman and me. As a result, nothing could be done during this dispute. It was in litigation, and I thought it was pointless for me to hang around because I thought my colleagues could baby-sit until I returned. It took years.

Did you ever expect to return to Aman?
I'd hoped I would come back, but I'm not into introspection. I don't pluck flowers thinking, 'Does she or doesn't she?' I had hoped they would come to their senses, and I'm glad that the matter was settled out of court.

What did you do with your time off?
I spent a year visiting friends in India, New York, Thailand and Latin America. Then I started Maha Resorts, which opened last October.

What did you do when you returned to Aman?
I visited all the properties and general managers to let them know what our priorities would be, and to work on merging Maha Resorts and Amanresorts. What I missed were old colleagues who had left. Not everyone who was hired while I was gone was privy to the concept and culture we had.

What's going on with Maha Resorts?
We currently have three under development. But it's difficult to say what's next because we're never sure. My pet hate is hyperbole of any kind, or advertising. It is counterproductive. Anything could happen that might delay the opening of a resort, so we don't know really until only a few months before opening. At the moment we don't know where we'll open next. We're looking at places like the Mediterranean and Caribbean. We've done enough in Southeast Asia, though Indonesia still has potential. I would like to double the size of our company in five to seven years. Maybe open a resort every 18 months.

How do you decide on a site?
Now it's easier, because there are so many Aman junkies. They are my biggest asset. They'll say, 'Have you ever thought about this place?' I then visit the site -- I don't delegate this process -- and consider such things as cost, availability, safety... I have a simple rule: I don't arrive at a site with any preconceived notions. The site tells me what to do, not the other way around. Some people go to sites and destroy them. I believe that if you like a site, why alter it?

So you travel to all these places, looking for potential developments. What's your typical schedule?
I'm based in Singapore, but I usually spend only one week there per month. I don't think I spend more than three days in any one place. I sleep on planes a lot; they are the best places to sleep. There are no phone calls, and no one can bother you. I also never go to bed before 1:30 a.m., and I'm up by 6:30 a.m. As you get older, you need less sleep.

What is your involvement in the design of the resorts?
I consider the architect to be the writer; I'm the editor of the book. There's no question that the aesthetic and design elements in the hotels I build and develop are terribly important. But equally important is the service. We're not just building pure architectural statements. They're functional objects. If we wanted to make money, we could make more with much less effort.

What is the importance of design?
There is no specific design concept, but the key element, I guess, is that the design must be relevant to the location of the resort. Other common elements are simplicity, and cultural and environmental sensitivity. We try to invest in projects with a sense of good taste; I'm not sure how to define that.

What's the difference between the various Amanresorts?
There are 11 resorts in total. Each one is the same, yet different, for two reasons. The similarity is the standard of service, which is fundamental. At our resorts, staff can put a name to a face. The difference is the guest experience: it varies from one to another. What they both represent is lifestyle.

How do you respond to those who say you're resorts are too highly priced?
We are perceived as being expensive, but we are not. If you have a mass product, you have to sell it for an affordable price. If you have a limited product, you can't make money unless you sell it at a high price. For what we offer for $700 -- the service, attention, size of room -- compared to what you'd get anywhere else, we deliver more.

How is Aman doing financially?
Our gross operating profit -- revenue against direct expenses -- is significantly higher than those of any other hotel in the world. 1999, though, was disastrous, because Indonesia blew up in mid-1998.

Will there be any differences between Maha Resorts and Amanresorts?
Yes and no. There will be subtle changes. We're in the lifestyle business, and we'll continue to evolve as lifestyles change. If there's been any discernible factor in our success, it's that we've been in sync with lifestyle changes and we've kept up with prevailing needs.

You started out Aman because you were looking for a private holiday home.
Yes, that is so, and this particular piece of headland caught my eye. My biggest asset is my relationship with my friends. And they've always said they'd build something with me, so we thought, why not? There are many versions of my preferred lifestyle. Since I can't afford to live that lifestyle, I might as well create it.

What is your basic philosophy?
It's nothing lofty; in fact it's quite basic. All I want to do is provide an incredible, relaxed, stressless experience so people will have incredible memories of it. The site has to be pleasant, and the surroundings unpolluted. It's not otherworldly; it is friendly, with genuine warmth and good food. People here seldom leave the gates. I think we have succeeded if they come back. People are quite active in their daily lives, and when they're on holiday, they don't need the stress. I go to the Bellagio Resort in Las Vegas and they must have six or seven restaurants. But at every meal, you have to wait in line. Now why would you do that on a holiday?