Guillem Kerambrun, with his training in hospitality and sommelier, decided in 2001 to accept a position in Seychelles - at Constance Lemuria - and quickly became the resort's sommelier. On his return to France, he joined La Tour d'Argent with the intention of becoming one of the main sommeliers in the next few months. His CV circulated quickly in Paris and he had the possibility of joining the Alain Ducasse group. At that time, he was the Assistant of Gérard Margeon, the Group's Head Sommelier. He then became Director of Beverages for the group's American Division, before becoming General Manager of the Benoit in New York, where he successfully relaunched the restaurant. Given his desire for new challenges, he returned to Europe to become Director of Sommellerie of the Caprice Holdings Group - Richard Caring's Birley Clubs, which included The Ivy, Le Caprice, but also the most popular private clubs in England, such as Annabel’s, Harry's Bar, George,...
The Vendôm Company is now proud to count among its team this multi-talented professional who is in charge of developing the UK market. Today, he is joining The Vendôm Company as a 360-degree consultant, and head-hunter. He shares with Vendom.jobs his vision as an entrepreneur whose goal is to develop new synergies in the world of luxury by crossing activities and merging networks. This concept is naturally a part of the need to support luxury professionals whose landscape is changing, like some major luxury ‘maisons’ that have been able to expand their activities and their brand to other areas or specialties.
Vendom.jobs - How did you come up with the idea of My French Sommelier and how did you get into the world of recruitment?
Guillem Kerambrun – Following my experience at Caprice Holdings, I wanted to diversify my activities by joining the company Berkmann Wine Cellars, mainly to support its development strategy especially on fine wines and Business-to-Consumer strategy. These projects have unfortunately been put on hold by the crisis. This turning point gave me the opportunity to create my consulting company, My French Sommelier, last year. With my experience and my network of wineries, distilleries and key players in the hotel and restaurant industry; I take care of the wine lists for Paris Society. I have overseen the launch of a luxury concierge app for wine. I am also in charge of the implementation and development of brands in England, France, as well as the United States. My French Sommelier has therefore allowed me to develop my business beyond the "wine" aspect and to start project management, financial monitoring, etc. by responding much more to requests and thus sticking to the new market issues. For the recruitment part, it has established itself to me as a perfectly complementary activity in this regard.
V.J. - How did you discover Vendôm? Why did you choose it?
G. K. - I was first contacted by Vendôm to become the wine expert on the "success" page. Having always been recruited through word of mouth, I had then discovered the world of recruitment agencies. I immediately appreciated the kindness and attention of Laetitia and her team, who did not hesitate to send me a note of thanks for integrating them within my network. For several years, I wanted to create an office in England, and she offered me the opportunity to launch a subdivision of Vendôm over there. I was touched by that mark of trust.
V.J. - What are the advantages of Vendôm for you?
G. K. - I recently had the opportunity to apply as Managing Director for a group whose leaders I know well. I was a little surprised that my last interview was conducted by someone outside, a headhunter. I was then advised to approach a recruitment firm to intervene in the final negotiations. Suddenly, I was confronted with situations that I had never faced and that never corresponded to my approach within networks. I felt there was a lack of research done on my profile and personality; worse, a total lack of humanity and follow-up.
I contacted the Swiss branch of Vendôm on behalf of a former collaborator who was about to return to Europe. Again, I was able to appreciate the kindness and responsiveness of the Vendôm team who, despite the difficulties of the market, contacted this person to understand her requirements and expectations in order to support and advise her on her research.
One of the advantages of Vendôm is, in my opinion, that the company develops its subsidiaries internationally. Another advantage of Vendôm is that its employees come not only from recruitment and human resources background, but from various other sectors. They therefore have a perfect knowledge of the environment of the companies and candidates with whom they work with. In addition, there is the possibility of establishing a true multitude of skills across the entire luxury industry, which now seems essential to me.
V.J. - From your past experience, the recruitment issues were quite familiar to you.
G. K. - Indeed, within the Ducasse group, I was in charge of monitoring our employees, or even going to recruit in institutions, mainly for openings abroad. As General Manager in New York, and also at Caprice Holdings we went from 8 to 30 sommeliers in less than 2 years. I have also often been asked for my analysis of candidates for other positions. This, of course, has shaped my understanding of recruitment. I remember one day receiving a candidate for a hostess position at Ducasse. After some time interviewing this person and introducing her to the restaurant, I did not offer the position of hostess, but that of number two of the restaurant despite her lack of experience in this position. She is now number one in one of London's most sought-after restaurants. So the idea I just mentioned about Vendôm, we are no longer recruiting based solely on skills, but on the individuals personalities, their desires, their ambitions that we can help to grow. For me, Vendôm has fully integrated this vision.
V.J. - As a director, what types of personality are you looking for?
G. K. - More than talking about a personality type, I prefer to give every candidate a chance. The role of the manager is to accompany the person that he recruits to evolve in the best possible way in that position. However, if the performance is not on par, my role is also, to redirect the individual to a position where he/she will flourish more. Someone who succeeds in their position learns much faster. I believe that in our job, there is no reason not to give a self-taught person a chance. I have the example of a candidate we recruited as a steward in New York, and we accompanied him until he started training to become a sommelier and has now launched his career.
V.J. – Jobs in luxury are very demanding. How could we make them attractive?
G. K. – Right now, we are at a somewhat pivotal time. Based on an analysis of the English market, recruitment applications have increased. Essentially because during the crisis many people had to reorient themselves to other sectors or even leave the country. We are therefore short of applications and the candidates can now negotiate their salaries. It will be necessary for recruiters to propose real career plans and reveal the opportunities to grow within the company in order to retain talent. The advantage for groups is to be able to continue to develop a dynamic by offering their employees the opportunity to evolve in other positions, even internationally. For management positions it is different since these are more permanent positions. You must consider who will replace the general manager, because it is the synergy of an establishment that changes when the management does.
V.J. - Don't you think that in the short term, it will still be considerably difficult to move abroad?
G. K. - There is nothing to prevent evolution and development if it is based on training plans; this already exists, but it is not an obligation for the employee. The challenge will then be to suggest treaining courses to preserve motivation. It is also our role as a recruiter to guide people towards this option through our knowledge of the market and future opportunities that they may not be aware of.
V.J. – In your opinion, how can we take advantage of this important period of transition that we have been through, where many things have been almost brought to a standstill?
G. K. – I do not think the world of luxury has been impacted severely as the crisis has widened inequality. The big brands continue to sell. Even if some have experienced difficulties, they will be able to quickly re-deploy their strategy. Finally, this period was an opportunity to reinvent themselves, which is rarely done due to the lack of time. This path has been adopted by many restaurateurs who have been able to adapt their sales method to sanitary conditions, thanks to online purchases or take-out. The problem will be more for those on the other hand who have not felt the need to review their distribution channels and eventually reach another clientele.
