Beyond the Algorithm:  A conversation with Stephane Lacroix on leadership, legacy, and life in Aspen 

When Stephane Lacroix arrived in Aspen this spring as the new general manager of the Hotel Jerome, he brought with him more than four decades of experience in luxury hospitality. From Paris and Monte Carlo to New York, Los Angeles, and San Francisco, Lacroix has led teams in some of the world’s most storied hotels. Now, he finds himself at the helm of Aspen’s crown jewel, a landmark property that has welcomed travelers since 1889. 

In our conversation, he spoke about the lessons of leadership, the importance of community, and the soul of the Hotel Jerome. With his European sensibility, global perspective, and deep respect for Aspen’s culture, he is eager to honor the property’s legacy while guiding it into the future. 

Q: You’ve been in the hospitality industry for more than 40 years, starting at just 16 years old. What’s the most significant lesson about leadership and team motivation that you’ve learned in that time? 

Stephane: We’ve all heard the phrase “leading by example,” but what it really means is showing your team that you care through building connections. This is what I learned across my career working with amazing leaders. They cared for the people, and this included the team, the guests, the owners … everyone. And if you can pass on that ability to connect, then your team will automatically connect with the guests and the community. 

Q: I’ve heard you have got quite a big team to take care of, 350 people, is it? How do you handle being a leader to so many people? 

Stephane: It’s about every single day, one team member, one guest, one interaction at a time. And you have to make the time because, well, you never really have it. 

When a guest asks you something, it won’t always be the most convenient moment, or when a team member asks to see you just before you leave to go home, you make the space to accommodate them. 

In luxury hospitality, you always start by saying yes. From there, the focus shifts to ensuring the idea is both feasible and responsible, while thoughtfully considering how best to bring it to life.

Q: That’s a great credo! I’m sure you’ve gotten some interesting requests from guests. 

Stephane: Many! You would think I would have seen it all by now, but that is the fun part. Being challenged keeps you curious, and it keeps you on your game. 

Q: Would you say your style of leadership has evolved over the years? 

Stephane: Yes, absolutely. Back in the day, 40 years ago, leadership was structured like a pyramid; you reported only to your direct superior, and the hierarchy was very rigid. Today, it’s completely different. Each morning, I walk the property, saying hello to everyone — stewards, engineers, bellmen. It’s an industry centered around people, and everyone has a part to play. 

A strong stewarding or houseman team is the foundation that allows others to be in touch with guests. Like a great sports team, everyone has a role — sometimes stepping out of their lane to support others — but always returning, so the team remains balanced. 

Q: You’ve described yourself as an innkeeper at the Jerome. What does that mean to you, and how does it tie into the heritage and preservation of this historic property? 

Stephane: I’ve been in the U.S. since 1994, spending time in Washington, D.C., Los Angeles, Las Vegas, San Francisco, and New York City before coming to Aspen. So many of the high-profile guests I’ve hosted in those hotels all talked about Aspen. And guess what? They all spoke about the Jerome, and with that world-class reputation comes tremendous responsibility. That’s why I say innkeeper: It’s not about Stephane — it’s about the Jerome and the legacy that must be preserved. 

Q: And how do you balance that heritage with the need to modernize, both in the property itself and in the service you provide to today’s luxury guests? 

Stephane: Preserving heritage does not mean resisting change. This winter, we invested $4.5 million in refreshing all 101 guest rooms — carpets, lighting, bathrooms, artwork — so the property remains relevant to today’s standards. 

When a guest spends $1,200 a night for an entry-level room or $8,000 for a penthouse, the expectation is world-class. That means modern technology, seamless Wi-Fi, and thoughtful service that anticipates needs. The key is to maintain the Jerome’s character while ensuring guests feel they are experiencing the very best. 

But for me, that also means creating a true home away from home. At the Ritz-Carlton in San Francisco, even as a Five-Star, Five Diamond property, it never truly had that intangible sense of home. At the Jerome, when I walk the property in the morning and greet the team, I see guests already on calls, reading, or using the spaces as if they were their own living room. 

That is what makes it feel like a genuine home away from home, and it is exactly what guests expect here. 

Q: You’ve worked in some of the most luxurious hotels across the nation. What sets the Jerome apart? 

Stephane: There are so many truly incredible hotels where you could wake up in the morning and not know where you are — London, Osaka, Singapore — they all feel the same. The Jerome is different. Whether you’re enjoying coffee in the morning in the Garden Room or an evening cocktail in the Living Room, you know you’re in Aspen. Not only does the Jerome have its own iconic story, but it is also woven into and continues to be inspired by the very fabric of the destination. To me, it’s the truest expression of the Aspen lifestyle. 

Q: What’s one thing about Aspen’s culture or community that has surprised you in your first four months here? 

Stephane: I would say how extremely welcoming it is. I was fortunate to be hosted and welcomed by Tony DeLucia, who was the general manager here for 32 years. When ownership began looking for a new general manager, they asked Tony to be part of the process, to help interview, recruit, and then onboard that person. 

When my wife, Estelle, and I arrived in February, Tony took two days to show us around town, the neighborhoods, and the property — and even joined us for meals. I could sense the connection and the deep sense of community that he had cultivated over the decades. 

But what surprised me most is how tight-knit Aspen is. A week after I arrived, we hosted an event in the Garden Room to unveil the new venue and introduce me to the community, but really, it was about introducing the community to me. We invited 80 people, and 80 people showed up. In Los Angeles, maybe half would attend. Here, everyone came, and they were genuine and welcoming. 

It was the perfect start to make Estelle and me feel at home. For her, being from Crans-Montana in Switzerland, Aspen already felt familiar — the mountains, the lifestyle, even hiking with our dog. For both of us, it was an easy and heartfelt transition into this remarkable community. 

Q: Last question, what advice would you give to someone in their 20s who wants to get into this business? 

Stephane: Be open-minded, be curious, and be patient. Travel, ask questions, and don’t be afraid to make mistakes; just be sure to learn from them. 

As Stephane settles into his role at Hotel Jerome, his words reflect both humility and vision. He carries with him decades of opulent, world-class hospitality experience. Yet, he speaks most passionately about people — the teams who give life to a historic property and the community that makes Aspen unique. 

In his view, the Jerome is more than a hotel; it is a living expression of the town’s spirit, where heritage and hospitality meet. For Aspen, welcoming a steward like Stephane Lacroix ensures that one of its most enduring landmarks remains not only relevant, but also deeply rooted in the place and culture that defines it. 

Bryan Welker lives and breathes business and marketing in the Roaring Fork Valley and beyond. He is President, Co-founder, and CRO of WDR Aspen, a boutique marketing agency that develops tailored marketing solutions. Who should we interview next? Reach out and let us know bryan@wdraspen.com.