In the world of luxury hospitality, where heritage, craftsmanship, and elegance intertwine, few individuals embody these qualities as seamlessly as Olivier Bonard. A Swiss national born in Bangkok in 1973 and raised in Thailand, with a residence in Hua Hin, Olivier’s journey is as vibrant and compelling as the luxury experiences he has crafted throughout his illustrious career. With a childhood shaped by the bustling vibrancy of Bangkok and a family legacy deeply rooted in the hospitality industry, Olivier’s story is both aspirational and filled with heartfelt connections.
Memories of Bangkok
“I was born in Bangkok in 1973,” Olivier begins, reflecting on his early years. “At the time, my parents were working in the hotel business in Pattaya, at The Pattaya Palace. Pattaya, back then, was a burgeoning resort known for its pristine beaches and popularity as an R&R destination. My childhood was shaped by those landscapes and the dynamic culture of Bangkok.”
Olivier fondly recalls attending Bangkok International School on Sukhumvit Soi 15 and later returning to Bangkok in the 1990s to complete high school. “What a place to live when you’re between 16 and 18!” he exclaims. “The city was alive with energy, and I’ve kept strong ties with my Thai and expatriate friends ever since. We often reconnect, whether in Thailand or elsewhere in the world.”
A Legacy of Hospitality
Hospitality runs deep in Olivier’s family. His father, Pierre Bonard, was a trailblazer in the international hotel industry. “My father began his career in 1968 at The Peninsula Hong Kong and later moved to Bangkok in 1970 as part of the opening management team for the Dusit Thani Bangkok,” Olivier shares. “He went on to manage the Hyatt Rama on Silom Road until 1979, before returning to Thailand in 1990 as the opening GM of Grand Hyatt Erawan Bangkok.”
The Bonard family’s connection to Thailand remained steadfast. “My parents lived as Thai residents until retiring in 2006,” Olivier notes, his admiration for their contributions evident. “Their work set a foundation for my own journey into the world of hospitality.”
Finding His Path
Despite his family’s deep ties to the industry, Olivier’s path to hospitality wasn’t predetermined. “To be quite frank, I wasn’t entirely sure what I wanted to do after graduating with my International Baccalaureate from ISB,” he admits. His journey took him through travel, military service in Switzerland, and eventually to Lausanne Hotel School. “I chose EHL because of its stellar reputation, international student body, and, of course, its great rugby program,” he says with a smile. “Those 3.5 years were transformative—educationally, personally, and emotionally. I built lifelong connections there.”
This rich mosaic of experiences—crossing continents, cultures, and generations—has molded Olivier into a genuine connoisseur of luxury and hospitality. As he recounts his journey, it becomes clear how his personal narrative reflects the values of craftsmanship, heritage, and ambition that HOT Magazine holds dear. With that in mind, we had the distinct honor of sitting down with Olivier to explore his life, his career, and his current role as General Manager and Senior Vice-President of Atlantis The Royal in Dubai. This opulent property is so extraordinary that, for its Grand Opening, they flew in Beyoncé to perform at a private event, shelling out a record-setting $24 million for her exclusive show—an extraordinary emblem of luxury that still stands unmatched today.
HM: Hello Olivier, what and where was the first hotel you worked at?
OB: My first hotel job was a summer role in Montreux, Switzerland, working in a bar during the Montreux Jazz Festival. I remember serving musical legends like Al Jarreau, BB King, Joan Baez, Joe Cocker, and my all-time favorite at the time, Robert Plant from Led Zeppelin.
HM: What property did you work at before Wynn’s Macau resort?
OB: I spent many years with Hyatt Hotels, progressing from Corporate Trainee to EAM of Food and Beverage. I was fortunate to be part of several opening teams at properties including Grand Hyatt Bali, Grand Hyatt Hong Kong, Grand Hyatt Tokyo, Park Hyatt Zurich, Hyatt Regency Kyoto, and Hyatt Regency Istanbul.
HM: Other than your father, do you have any mentors you would like to mention
OB: Yes, someone who has been my biggest inspiration and mentor is a gentleman by the name of Ian Coughlan, former General Manager of The Peninsula Hong Kong and The Peninsula Bangkok. Ian gave me my first Casino Integrated Resort opportunity at Wynn Macau in 2012. I worked and grew with Ian for 10 years, until he moved on from Wynn Resorts.
HM: What inspired your move from Wynn Macau to Atlantis The Royal, and how has your experience at Wynn influenced your approach there?
OB: Having spent over 12 years at Wynn Resorts in Macau, I was eager for a new challenge that combined scale, creativity and global ambition. Atlantis The Royal presented a rare opportunity: a bold, design-forward property that’s not just a hotel, but a landmark of contemporary luxury. My time at Wynn honed my focus on precision, guest-centricity and operational excellence, and these values now guide everything we do at Atlantis The Royal, from delivering seamless stays to crafting memorable experiences that consistently exceed expectations.
HM: Atlantis The Royal was awarded ninth position in the 50 best hotels in the world. How do you plan to maintain and more importantly, elevate the luxury and innovation standards that Atlantis The Royal is known for?
OB: We were incredibly proud to be recognised in The World’s 50 Best Hotels, and this milestone underscores our team’s relentless pursuit of excellence. Looking ahead, we’ll continue to evolve and elevate our offering with curated experiences, partnerships with world-class brands like Dolce & Gabbana and Carbone, as well as cutting-edge wellness experiences through AWAKEN Spa. In addition, we’re currently working on expanding our family offering with a newly renovated Atlantis Explorers Club for children set to relaunch later this year. Most importantly, we’ll continue to double down on empowering our colleagues to deliver intuitive, heartfelt service.
HM: Managing a hotel of this scale with 760 rooms & suites requires exceptional operational efficiency. What strategies do you have in place to maintain consistently high service standards across all guest touchpoints, from check-in to check-out?
OB: At a property of this scale and stature, consistency is about more than just systems, it’s about people who truly care. We’ve established robust service standards, real-time tools, and performance metrics to ensure operational precision, but what sets us apart is our unwavering focus on emotional connection. We invest heavily in our colleagues, not just through onboarding and training, but by fostering a culture where every team member feels proud to create unforgettable moments for our guests. Whether it’s a warm welcome at the door or a thoughtful gesture in-room, every interaction is shaped by the belief that true luxury lies in making every guest feel seen, valued, and cared for.
HM: In speaking to many hotel GM’s, one of the things they say they enjoy the most is that every day is different from the next. If there is such a thing as a typical day for you, what does that look like? Do you live on site? And if not, what time do you normally arrive and depart?
OB: The beauty of our industry is that no two days are ever the same. Our guests come and go, the property evolves constantly, and the landscape is always changing. Unlike many industries, our resorts become homes away from home, and it’s important to foster those relationships. There’s nothing more rewarding than hearing a family share how amazing their day was and that they’re already planning their return next year with more loved ones in tow. The hours are long, but if you’re passionate, it’s all part of the journey. Being present is what makes the magic happen.
HM: Atlantis The Royal has an extraordinary number of world-famous restaurants. How do you maintain consistency and quality across such a diverse portfolio of well-known dining destinations while allowing each to retain their unique identity?
OB: Our culinary portfolio is one of our greatest strengths, making us the most Michelin-awarded culinary destination in the region. From Michelin-starred Dinner by Heston Blumenthal to celebrity chef-led concepts like Nobu by the Beach and soon, Carbone. The key is clear brand alignment, robust quality assurance, and close collaboration with our chef partners. Each venue maintains its own culinary DNA and leadership team, but under the unifying Atlantis ethos: excellence without compromise. We also track real-time guest feedback to ensure every dining experience upholds our reputation for culinary brilliance and flawless service.
HM: Looking ahead, what is your long-term strategic vision for further elevating Atlantis The Royal as a world-class luxury destination that sets new benchmarks for hospitality in Dubai?
OB: Our long-term vision is clear, to ensure Atlantis The Royal remains not just a flagship for Dubai, but a global icon of experiential luxury. We’ll continue expanding our lifestyle ecosystem through sought-after collaborations across culinary, fashion, and wellness. At the same time, we’re constantly refining the guest experience through thoughtful enhancements, from reconfigured suites to sustainably led initiatives under our Atlantis Atlas Project. Our ambition is to anticipate what luxury travellers haven’t even imagined yet and bring it to life, so that every guest has exactly what they want, when they want, how they want it, before they have even asked for it.
HM: What advice would you give to aspiring hospitality professionals looking to reach the GM level at pinnacle properties like yours, and what skills do you think will be most crucial for the next generation of hotel leaders?
OB: My advice to aspiring hospitality professionals is this, and much of it was passed down to me by mentors over the years:
i. Your education is only a ticket through the door, it’s now up to you to build your brand
ii. Be curious, learn and adopt new technologies, ask questions, push boundaries
iii. Hospitality is about people, sharpen your soft skills
iv. Your EQ is just as important, if not more so, than your technical skills
v. Be on time, and look the part
vi. Praise in public; correct and realign in private
vii. Celebrate when you win; be honest when you lose
viii. Look after your people, your team is your toolbox
ix. Stay in touch with the world, read a lot and stay current
x. Leave work at work, be present with your family
HM: On what’s probably a rare day off, what do you like to do or where do you like to go to decompress?
OB: Spending as much time as possible with my wife, Adriana, and my two boys, Lucas and James, is my main way to decompress. Having just recently moved to Dubai, there’s so much to discover. The dining scene is among the best in the world, and the city’s culture and vibrancy are incredible. We’re fortunate enough to live on the beach in Palm Jumeirah, so it feels like a holiday every time I have a day off. Additionally, and when time allows, being centrally located in the Middle East, we’re just a few hours away from extraordinary historical and leisurely destinations.
HM: Bringing it home, as an expat with rich remembrances of growing up in Thailand, how often do you manage to get back to your home in Hua Hin, and what draws you most when you’re there?
OB: I try to return to Thailand as often as I can. We own a beachfront property near Market Village and really enjoy bringing the whole family for short or extended stays. Now that we live in Dubai, we may not visit as frequently, but the property is always open to friends and family, and it’s a great feeling to be able to give back.
What draws me to Hua Hin? The people, the food, the beach, the golf, the atmosphere, the security, healthcare, education, and of course, the community. Proximity to Bangkok and future infrastructure plans (like the international airport expansion and improved road and rail connectivity) are vital for Hua Hin’s growth and continued appeal as one of Thailand’s leading resort destinations.
HM: Thank you Olivier