In September 2024 Marc Harris joined Champagne Castle Hotel as the new General Manager (GM). We spent a little time with Marc to get to know him: where he comes from, what he’s been doing, his dreams for the hotel, amongst other questions.

Here are our questions, and Marc’s answers:



Tell us a little about your background and career journey leading up to this role?

I have spent most of the last 25 years working in various positions in the hotel and lodge industry. From hotel school, I worked in London in the early 2000’s, before returning to Africa and working in Tanzania, Uganda, Zambia, Mozambique and Rwanda. Home called, and I returned to South Africa in 2019, just in time for COVID!

As you reflect back on your career in hospitality, what were some of your key accomplishments?

I have managed properties in Africa that whilst being smaller in size, afforded guests unbound facility and service which was expected from the clientele we attracted. I would say my most proud accomplishments involve the upliftment of skill and training staff where holes in service or facility needed to be bridged. I am a very visual person (albeit I am colour blind), and emphasise the physical environment, always making the best with the tools and resources available. Forging honest and sustainable relationships with staff, guests and key stakeholders is pivotal in the deemed success of any business, none more so than the hospitality industry.  

How do you feel about stepping into this new role as General Manager here?

Stepping into the shoes of an outgoing manager who had been at the helm for nearly 20 years was daunting and reassuring at the same time. Knowing the systems in place and history from Mr. Romarin greatly assisted in my introduction and settled into the role through just getting stuck in and becoming involved.

What are your immediate priorities for the hotel?

We have a great facility here at Champagne Castle Hotel, evident by the loyal return guests that have become almost family of the hotel through the years. My priority is to assess the operation and question the status quo on certain aspects of the hotel operation. We would also like to replace key positions that were vacant when I arrived at the hotel. We hope to work through some projects that were put on hold when COVID impacted so devastatingly on our and other industries in 2025.

How do you plan to balance maintaining the hotel’s existing charm while bringing in fresh ideas?

Don’t fix what is not broken. Add touches that compliment the current service offering and think about what we can make better. I listen to guests and speak to staff about the expectations that have been fostered over the last few years and discuss any changes with the departments for their feedback and thoughts. One has to express concern or raise ideas that have the buy-in of the team, so we are all singing from the same hymn sheet.

What is your long-term vision for Champagne Castle Hotel?

With our unrivalled location, I foresee there being opportunities to create a hotel that has elements of old-world charm that has been successful so far, mixed in with the modernisation of aspects such as information technology, industry trends and how the modern home dictates what is required when ‘away from home’. Being able to broaden our market to attract people from different walks of life to enjoy, appreciate and experience our ‘sense of place’.  

Are there any specific areas you’d like to focus on?

Guest experience is of utmost importance for me personally. This however, has to be without detriment to the sustainability of our environment in which we operate. Local stakeholders that we can engage with for potential relationships down the line are being fostered already and I look forward to looking at all areas with a ‘Maslow’ approach, identifying what is urgent and important now in favour of those not.

How would you describe your leadership style?

I am hands on, patient but ask the hard questions and am not scared of robust, healthy discussions on areas of concern or issues raised. I always believe in being firm but fair. Sometimes the right decision is not the most popular, but substantiating the long-term goal and ensuring poor precedents aren’t set by making exceptions too often. Getting to know staff and guests allow one to concentrate on areas that result in positive change. I always remind myself we are a team of 80 plus, and together we can achieve our goals and objectives.

How do you stay inspired and continue to grow professionally?

I listen to guests, I hear their suggestions, I read about innovation and ways to stand out, for the right reasons. Regular get-togethers with industry managers and consulting with people not even involved in hotels allow me to gain a differing perspective of ideas. Staff are key to understanding the lie of the land and how one can push the boundaries to be better, more efficient and more effective, without impacting negatively on the guest experience.

Is there a particular philosophy or approach you live by that has guided you in your career?

“Notice not what people do, but rather what they don’t do” This is framed in how people may react or behave to certain situations and challenges that present themselves in our day to day. Always allow for time to assess and react only when more knowledge and understanding of the situation is gained.