May 7, 2025 • 30 mins
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Pierre Bauzee, Founder of Beyond Satisfaction, joins MarketPulse: Pros and Pioneers to share his invaluable insights on building a high-calibre workforce in the hospitality and customer service sectors. With over a decade of experience managing operations at renowned luxury hotels like the Four Seasons George V and The Landmark London, Pierre reveals how quality-focused recruitment and continuous training are the keys to business success.
In this episode, Pierre unpacks the difference between leadership and management, the power of hiring based on attitude and mindset, and how training your team impacts customer experience. He discusses why finding the right managers is crucial for consistency in customer service and how businesses often get hiring wrong by prioritising speed over quality.
Pierre also shares his personal journey, including his unexpected move from France to the UK and how the challenges he faced shaped his entrepreneurial path. You'll hear surprising insights into how customer service excellence begins with happy employees and why recruiting for potential can often outshine experience.
Whether you're in hospitality, retail, or any service-driven industry, this episode is packed with actionable advice that could transform your approach to recruitment and employee development.
Want to know how to craft a workforce that champions your brand? Tune in and learn from Pierre's passion for people and dedication to quality.
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Show Links
LinkedIn: https://www.linkedin.com/in/pierre-bauzee-233b058b
Website: https://www.beyondsatisfaction.co.uk
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul (00:00):
Good afternoon and welcome back for another episode of
(00:02):
MarketPulse Pros and Pioneers,season two.
Oh, that's actually four.
Sorry.
Season two.
This season, as I've saidbefore, we're focusing much more
on the stories of ourfascinating guests, because as I
found through season one, prettymuch everybody who comes along
got where they are almostaccidentally because they've
been chasing their passions andthey've been chasing their why.
(00:25):
Today's guest, I suspect.
I don't know for definite, but Isuspect Pierre is no different
to any of the rest of us.
Pierre, thank you very much forcoming along and being an
awesome guest for us.
Pierre (00:35):
Thank you.
Thank you so much, Paul, forhaving me.
It's a real pleasure, and yeah,looking forward to a very good
discussion.
Paul (00:41):
A bit of background for Pierre.
He's the founder of BeyondSatisfaction, which is both a
talent agency specialising inrecruitment and also training
solutions for hospitality andthe customer service sectors.
Over 10 years of experiencemanaging luxury hospitality
operations at renowned hotelslike the Four Seasons, George V
and the Landmark in London.
(01:02):
Pierre launches agency in 2020.
I think I can see a commonconnection there with a lot of
other business owners that we'vespoke to.
Beyond Satisfaction combinesquality focused recruitment with
specialised training, empoweringfrontline staff to become brand
ambassadors, and driving longterm retention for clients
across the UK.
So Pierre's goal is to elevatecustomer experiences through a
(01:24):
high calibre workforce.
I love what you're doing there.
And.
The hospitality and customerservice sectors, the two sectors
that go very much hand in handand certainly speaks to my
previous experience as well frombackground in retail.
Tell me first of all though,Pierre, how did you get involved
in luxury hospitality in thefirst place?
Pierre (01:46):
That's yeah, that's, that goes back from a long time
ago when I was, when I was ateenager back in France.
I've always wanted to work forthat.
I was really always a peopleperson and obviously was always
something I wanted to work for.
My dad has been working in thatindustry, managing hotels.
He's been on the managementside.
(02:07):
But I, yeah, that's alwayssomething I wanted to do because
customer service was somethingI've always wanted to be working
in.
And I knew that hospitality wasa great field to do that.
So I actually, funny enough,when I did my bachelor degree
and I started to study and getmy first opportunity there.
I wasn't necessarily targetingluxury hotels but yeah, the
(02:28):
opportunity gave me that andthen I stayed in that industry.
But I also work for less luxuryhotels that are still high end
establishments, but notnecessarily luxury.
And I realized that sometimesyou still have the same problems
wherever you are.
You still provide amazingcustomer service just with
different expectations anddifferent types of customers.
So it was really good to seealso both sides.
(02:50):
So obviously a lot of theexpertise I used today are
related to that experience Ibuilt in those establishments.
Paul (02:57):
So you say you have a passion for customer service,
where do you think that stemsfrom?
Why, cause I don't know a lot ofpeople that, Certainly from my
side of things, I don't knowmany people that get into retail
because they love customerservice.
It's it's a job that approachespeople and then you as you go
through life, you figure outthat you enjoy customer service,
right?
Pierre (03:15):
So yeah, actually to be honest the main reason why I
like so much customer serviceand I'm passionate about it and
that half of what I do is abouttraining people on that is more
about the reason why say moreabout the why before the what,
which is what makes a differencein customer service.
(03:35):
I'm more passionate about thatalmost than customer service
itself.
There's one way that you reallyneed to take, that you really
need to focus on when it comesto customer service is
understanding the power of yourpeople and then understanding
how important it is to Take careof your people in order to take
care of your clients.
Part of the companies I've beenworking for, one of them was
(03:57):
Four Seasons, the George Cinq.
In fact, I was, it was workingseven years there because I was
already working as a studentthere for two years before I
started as a full time.
And probably that company is theone that inspired me the most.
And that justified at least morethan half of the reason as to
why I started my own business.
It's because over there, thereason why Four Seasons is
(04:18):
probably one of the best.
Hospitality brand in the worldis not because they have the
most stunning hotels, the bestlocations the high end
restaurants, but it's mostlybecause they deliver amazing
customer service because theyunderstood one thing.
You start by focusing on yourpeople.
You recruit the right attitude,you recruit the right profile,
(04:38):
and you.
Take care of that profile movingforward, like you would take
care of a gym.
And that's where the importanceof training, induction, but
continuous training movingforward is key, because only
happy people, only trainedpeople, only people who take
pleasure in what they do, whounderstand the why behind the
(04:59):
what, can deliver customerservice in an amazing way.
And that's one of the firstthing I say.
To every at the start of everyof my courses I deliver is that
I don't deliver that courses foryour clients.
I deliver it for you, butultimately, it will make an
impact on your client.
And once you start like this,you also change the mindset in
(05:20):
the room because they're like,wow, that person is there for
me, not to address the mistakesI've made with clients or else.
And obviously, that's how youget a great environment for
learning for them, is theyunderstand that you are there to
help them, rather than addressthings, if that makes sense.
Paul (05:37):
I have a soft spot in my heart for both retail and
hospitality because I know howhard both sets of employees work
long hours, thankless task, andgenerally a lot of the time, the
only time people come and speakto you is when something's gone
wrong.
But also because both industriesare very adept at finding
employees who are, have limitedor no experience in that
(06:01):
particular industry.
And you nailed it early on inwhat you said there you hire for
talent, you hire for aspirationsand motivations and energy and
enthusiasm, not because they candemonstrate previously having
done the role.
How do you help businessesidentify that as you move
(06:22):
towards management?
Because management, then you,there is a certain requirement
there for leadershipcapabilities, but again, there
is.
Scope to employ people who havelimited leadership capabilities
in terms of experience, but havethe right skills and qualities.
So how do you help them?
How do you help educate yourclients around that is what I'm
(06:42):
trying to say.
Pierre (06:43):
So I think the main thing is you can be very good at
doing something.
The number one key in customerservice is consistency.
And the number one way in orderto be consistent is having the
managers making sure that theteam are applying Those customer
service methods are having thecorrect attitude with the client
on a regular basis.
(07:04):
So it starts with the manager,but you can be very good at your
job.
It doesn't necessarily mean thatyou'll be very good in managing
people in doing the job.
It's two different things.
And I've realized that a lot.
Even myself throughout mycareer, mostly at the start of
my career, I was sometimesPromote, promoting people where
they were very good at the job,but they struggle at the
(07:24):
beginning when it comes tomanaging people.
Obviously, I would say to giveyou a first answer when it comes
to the training itself, I wouldsay if you want to be consistent
when it comes to customerservice, definitely training the
managers, not only the guestsfacing team, because they are
the one who's going to ensurethat consistency moving forward.
And it's a lot through Inspiringyour people.
You lead through influence.
(07:45):
You don't lead throughauthority.
And that's exactly the same wayit comes to customer service.
So for any of those courses.
When I, that are around how toget your people to apply those
those values on a regular basis.
There's a lot of leadershipthings around around the topics
I cover.
And a lot of it is how can youbuild an environment of
performance management that isoriented towards customer
(08:09):
service.
That is very important.
And when it comes to findingrecruiting managers finding the
right person, I think you needto look not only for the correct
attitude, but you also need tolook for that correct mindset.
Which is, because again, thatmindset, if the person comes
with the correct mindset, youwill directly influence your
people to deliver great customerservice.
(08:30):
If a manager is an amazingleader, but don't have any
belief of how customer serviceis important, how can he or she
inspire the team to do that?
Because you need to look up tosomeone.
So obviously, yeah, that'sreally important to look at that
mindset and make them realizethat in order for their team to
be applying successful customerservice on a regular basis.
(08:51):
It starts by, of course,checking on them, but also by
influencing them by your ownpassion, by how important
customer service.
Not sure if I replied yourquestion.
I went through different ways,but yeah.
Paul (09:04):
I like it.
like how did you end up movingthen from France into the UK?
What was the story behind thatmove?
Pierre (09:10):
You know what?
The funny part behind that is Inever really planned to move to
the UK, but One thing you havein hospitality is obviously,
most of the time when you workfor luxury hotel brands, they
are worldwide brands.
They have different branches indifferent cities around the
world and countries around theworld.
(09:30):
So sometimes I was receivingregularly offerings for, to work
in other countries.
I've been working already for Atthe start of my career for a
year in China, obviously now Iwas getting a little bit older,
so I didn't want it to move thatfar if I was moving.
And I had that opportunity atthe Landmark Hotel and they told
me, do you want to to movethere?
And I was like, yeah, it's okay.
(09:51):
Yeah.
Of course it's a great position.
I went through the interviewprocess.
It went super well and gotrecruited.
And then I moved from the day tolike from a month to another.
Then yes, stay there for almostfive years.
COVID hit I was still in the UK,met my partner and then she was
working at that hotel.
She's not from France obviously,during COVID, couldn't really go
(10:12):
back to France during thatperiod.
And I was like probably that'sthe time to start my own
adventure.
So then here I am, now probablyeight years after but yeah like
we discussed privately, I'm not,That's far from France, so I can
still go back home when I when Iwant.
But here is my second home orprimary home in same level than
France.
Paul (10:31):
How then a lot of businesses who start up doing
either talent or training dospecifically one or the other.
They don't tend to do both, orthey have a partner that can
help them with one or the other.
Why did you decide that youragency would do both?
Pierre (10:46):
That's a very good question because I have that
question coming to me.
I wouldn't say on a regularbasis, but from time to time
think it follows a little bitthe same, not a little bit, a
lot the same mindset that Ilearned from at the fourth
season when I was working forfourth season and that I wanted
to apply to my business.
So I started my business as atraining company and then I
brought up the recruitment and Ialmost saw it as a logical
(11:11):
continuity to my offering.
Because.
Again, you can only providegreat customer service.
You can only have your people todeliver a customer service that
you wish to receive yourselfeverywhere you go.
If you start from therecruitment stage, from finding
(11:32):
those people.
Of course, training is key, butyou also start by finding the
right attitude.
And again, I learned that a lotfrom Four Seasons.
In fact, Four Seasons is one ofthe only company that will
sometimes recruit people formanagerial roles that do not
necessarily have the experience.
But have the correct mindset andthe correct attitude.
(11:53):
And then they will teach theskills, which is exactly what I
apply to my business and whatI'm doing on a regular basis,
helping my clients with.
And the good thing also is that,talking about continuity, is
that I can join both offers.
So if tomorrow I recruit forsomeone, I am always asking, do
you want me to recruit for you?
(12:14):
Train them as well, not only onmy own content, but also on your
induction content.
So they arrive fully ready.
And again, when it comes tocustomer service, and
Hospitality in general, eitherit's first entry roles or more
senior roles, it is key toarrive ready because it's busy
environments, it's always,you're always required from week
(12:36):
one to already be operational.
Giving that time and givingsomeone who has the time to do
it for you train them on thethings that will really make a
difference, so they arriveready, but that will also have
an impact on the outcome.
the employee's retention,they're more likely to stay
longer.
And the more you make an impacton the employee's retention, the
more you make an impact on thecustomer retention.
(12:57):
So I think it's alsounderstanding how much your
people and your clients, bothare related.
You cannot take care of onewithout taking care of the
others.
Did that make sense?
Paul (13:08):
If I can ask, what's the most unlikely hire that you've
either personally made or you'veseen a client make on your
recommendation?
Pierre (13:16):
I would say that the most unlikely hire is a bit,
like I mentioned, some profilesthat do not necessarily on their
CV, match with what they werelooking for.
But then when you go through theinterviewing process, the
specific assessments that yousend them, when you maintain
that close communication withyour clients through your
(13:37):
recruitment plan that you makebespoke for your customers, you
realize actually that a lot ofdifferent aspects of the The
person, the candidate's profileis actually matched with what
they are looking for.
And that is very exciting todemonstrate that to the
customers, to convince them,because they don't necessarily
start to, they don't necessarilyget convinced because I think
(13:57):
when it comes to recruitment, wehave a tendency to give too much
importance to the CV, to thebackground.
I don't really work this way, ofcourse I look at that.
But again I see it as importantas the attitude, the mindset,
the values because again, youcan always teach those things
and I'm even assisting withthat.
That's why I like to push thatbecause I think recruitment
(14:20):
should be always.
Quality recruitment, rather thana speed, or rather than a speedy
or quality or quantity focusedrecruitment.
You should always be qualityfocused.
Okay,
Paul (14:31):
But we only ever recruit when something's gone wrong,
right?
And all of a sudden there's ared button to press because, oh
my god, how do we ever hit theservice levels we need to hit,
or how do we staff our team andwe need somebody now or
yesterday, right?
Pierre (14:44):
now that's very true.
I think sometimes that's thepremise.
It's important to not really be,either it comes to recruitment
or training, a lot of training,to not be reactive, but to be
proactive.
I sometimes refuse to onboardclients.
We're telling me I'm calling youbecause you're my last resource.
And if it doesn't if there's noimprovement after your training,
(15:05):
then I will start firing peoplefor the worst things I've heard.
And I think that's notnecessarily the best approach to
have, because if, That's one ofthe things I say in a diplomatic
way, is that if you're callingme at that stage, it's already
too late.
Or, not necessarily too late,but you should have called me
before.
But again a training shouldnever be about addressing
(15:26):
things.
It should be about shaping yourpeople as you would shape a gem.
A gym, sorry.
Paul (15:33):
What's at the heart of your business then, Pierre, like
in all of our businesses?
And you strike me as somebodywho's quite self aware.
What's the why behind what youdo?
What gets you up on a morning?
What motivates you to carry onwhen times are tough?
Pierre (15:49):
Definitely the Knowing the impact of what I do mix on
the people.
Cause at the end of the day, Ithink that you can only receive
amazing customer service fromhappy people who take pleasure
in doing what they do, even inthe most tough moments.
And we both know how much youcan face tough moments when it
(16:10):
comes to customer service, whenyou have to deal with a lot of
clients at the same time.
And when I have those attendeescoming to see me for a second
session that I deliver.
Or when I receive testimonialsor feedback from my clients
saying the impact of what youmade really changed a lot in
their jobs.
I think we both know as wellthat customer service rules or
(16:31):
hospitality rules they aresometimes time consuming jobs.
You spend a lot of time at workso it represents a certain
percentage of your life.
You better enjoy what you do,because it may, Impact you
personally.
There's a lot of personal tocustomer service.
There's, it's ego related, it'spride related, it's emotional
(16:52):
related, it's how you take allthis personally.
And when I see the impact itmakes on the people it makes me
proud and happy.
But I also know that it willmake an amazing impact on the
clients because they always comewith amazing examples on how
they handle something and howhappy the clients were.
And again, that's why both arerelated is because you don't
(17:15):
start taking pleasure incustomer service because you
like customer service.
No, you start taking pleasure indelivering customer service.
When you see the impact it hason your clients.
So again, be good in what youdo, so it makes an impact on
your clients.
So it makes you happy and proud,and you want to do it even more.
(17:35):
So both are again very related.
It goes both ways.
Paul (17:39):
Do you think that you then reflect that in your marketing
messaging?
Because obviously you have tomarket yourself to, to get
clients to build leads up.
Do you find that helps make youeasy to differentiate from your
competitors who are maybe morevolume focused or short term
stop gap measures, right?
Pierre (17:56):
That is a very good question, because I took, I
really like that question,because I think like you said,
the messaging needs, themessaging that you have needs to
include, What you're about, whatyou're passionate about, why
you're waking up every morning,and what makes you go through
the tough times.
I think you need to include thatbecause that's what makes you
unique.
(18:17):
And that's what's, that is whatalso is making you stand out.
And we can all have our businessowners our own way of standing
out.
By being ourselves, by puttingout there what again, making us
wake up every morning.
And also our vision related toit.
Why?
The why behind the what we doit.
And yes, my messaging is a lotaround that, a lot around the
(18:37):
power of people, a lot aroundthe quality focus that you need
to have when it comes torecruitment and training, rather
than a quantity focus.
Think long term as well, becausesometimes customer service takes
time to to be improved.
Thank you.
Changing the culture takes time.
In average, you don't alwayslike out of a training course,
(18:59):
you may remember 40 percent ofwhat is being given to you on
the first course, which isalready a good ratio.
So yeah, I think it's reallyimportant to put that in your
messaging.
And you will only be better inputting it out there that if you
believe in it, right?
As simple as that.
So I think that Sometimes withmarketing, and you know it 10
(19:20):
times better than I do wesometimes do things that other
people are doing.
We may say something because wesaw someone else saying it, and
we think we agree with it.
It's fine, but I think it stillneeds to include the things that
you do believe in, that you dobelieve will make a difference,
and that's the main reason whyyou're doing what you're doing.
(19:42):
You need to put that in yourmessaging on a regular basis,
because that's how you'll get.
The clients that will appreciateand will take full benefit of
what you're providing.
It's not only again aboutattracting in terms of quantity,
but attracting those clients interms of quality.
The more you put your value outthere, the more you'll get
clients with similar values.
Paul (20:02):
It's funny because I speak to a lot of people who, I work
in fairly saturated markets whotell me that they really
struggle to differentiatethemselves from their
competitors.
And my response is always astock response is the
differentiator is you and yourbeliefs and your values and your
vision.
And a lot of people are scaredto put out there because they're
maybe too, it feels like they'rebragging or just not being
(20:25):
humble enough.
And so they try and make it allabout the brand and it just
starts to go downhill fromthere.
So I love what you've said therearound, how you can
differentiate yourself just bybeing true to your own personal
beliefs and mission in life.
And helping that resonatethrough the business.
If I'm a small business owner, Isay small, maybe 10 employees
looking to make my next hire.
(20:47):
How can I be smart about who Ihire next?
How can I make sure that thetalent I attract is going to be
the right hire for me long term?
Pierre (20:55):
I think it's taking time to recruit the right person
because, I will give you anexample of my own career before
I started my my business.
I was a head of events, theLandmark Hotel running very
large events September toDecember was very very busy.
And sometimes people decide toleave not at a time when it
(21:16):
matches your activity and yourforecast.
They leave because they have toleave, because they have another
opportunity etc.
Now, obviously, what is thefirst focus you may have at that
moment is, I need to findsomeone quickly because I have
those big events coming nextweek, next month.
And I always, probably that's alot of the mindset I have today
(21:36):
when it comes to recruitment.
I was always saying one thing tomyself.
I'd rather take a month to findsomeone that is the right fit
than take a week to find someonethat seems good but is not the
perfect fit.
Because there's one thing tokeep in mind as well, you're not
doing a favor to that person.
Because that person could havebeen recruited by a company that
(21:58):
will really value his or hermindset, attitude, and values
more than that company.
So I think it's really importantto not think short term, to not
think filling the gap.
And even to find alternativesolutions in the meantime,
accept that you may struggle,but it's better to struggle a
bit and then have the rightperson than not struggle a bit
(22:21):
and then have the wrong personfor the rest of the yeah, the
rest of the time.
And obviously you're not doing afavor to that person neither.
Cause, I wouldn't say there isno bad employees but I would say
there is no, not as many bademployees as we think.
There is also bad hire badmanagement and poor train poor
(22:43):
training and resources and orlack of training and resources
provided on a regular basis.
Sometimes we may take shortcutsas business owners, as managers,
just labeling our employees asbad or.
Rather than thinking the why,again, behind the what.
Why is that person like this?
What did I not do wrong?
What did I not do well for theemployees to be like this?
(23:05):
Which, by the way, you doexactly the same with your
customers when it comes toexpectations management.
If a customer is wrong, you askyourself, What did I do wrong
for the clients to be wrong?
What did I not say right fromthe start?
It's almost the same mindset,but it needs to be a proactive
mindset.
Yeah, I would say, Take the timeto find the right person, really
(23:26):
understand what you're lookingfor as well because sometimes
you, for example, my clients,when they come to me for
recruitment I have specificquestions that They've never
been asked before, probably, butthat helps me to really
understand what they are lookingfor.
It's just not a job descriptionthat you put out there and you
see who matches the best withit.
(23:46):
It's also really understandingwho you are looking for in terms
of those three focuses, which ismindset, attitude, and values.
Not only in terms of skills.
Paul (23:55):
Just before we wrap up then, you mentioned a couple of
questions there that, that youmight ask your clients to get
underneath the skin of that abit more.
Would you mind sharing one ortwo of those with us without
giving the game away too much?
Pierre (24:05):
I have said questions, but sometimes I come up with the
questions based on what they arelooking for but it's a lot of
questions in terms of what arethe key attitudes you are
looking for?
Is it for example, let's say afirst entry wall as simple as a
first entry wall.
What are the first, the keyattitudes you are looking for?
And they can pick between activelistening.
So first entry roles thatdealing a lot with customers.
(24:26):
Is it active listening?
Is it empathy?
Is it proactiveness?
Is it handling compliancehandling?
Is it managing your ownemotions?
Is it confidence?
Like attitude, because at theend of the day, I almost see
attitude and skills as the samein customer service, because
whatever skills you have incustomer service, you still
display those skills throughyour attitude.
Paul (24:48):
Yep.
Pierre (24:48):
Any skills to handle complaints is how you say it and
what you do.
And it's a lot about the how,not the what.
The what, they know it, I don'tknow it.
I ask a lot of questions aroundthe how.
Also, I last question, I askquestions about things that they
would like to change based onthe previous position that they
have.
Cause, again, I think we have,again, that tendency to always
(25:10):
Copy paste the whole jobdescription my, when I was head
of events I was sometimes beingpulled off by my line manager on
how long I would spend to reviewthe job descriptions before
putting the position out there.
But for me, it was important.
And sometimes I review jobdescriptions that haven't been
touched for 10 years.
So sometimes my questions, Allaround that is around getting
(25:31):
information that are not on thejob description, if that makes
sense.
It can be about what are the keyvalues that you're looking in in
those people?
What, how would you like them tomanage your team when it comes
to getting them to deliver greatcustomer service?
Almost the questions I will askto my attendees during my
course, because, yeah that'sreally trying to tell yourself.
(25:55):
What questions can I ask thatthey probably didn't ask
themselves to really find thatgem that they are looking for?
Paul (26:00):
Amazing.
I love it.
Thank you very much for sharingyour knowledge with us today,
Piera, and your journey, whichis just fascinating for somebody
who was born and raised in theUK, and I've never really
considered working in anothercountry.
I think it's amazing thatsomebody can come not only to
another country and do whatyou're doing, but to do that
with a language barrier as well,and still be rocking and
(26:21):
rolling.
Hats off.
I wish I could speak any otherlanguage as well as you speak
English.
I'm always amazed by folks fromother countries and I think it's
a, I digress a little bit, but Ithink it's a big feeling that we
have here in the UK that we'renot more proactive with our
language for our children.
Pierre (26:36):
Thank you
Paul (26:36):
an amazing guest.
If
Pierre (26:39):
your very kind words.
That's very kind of you.
Yeah, it was a real, it was areal pleasure.
We enjoyed it.
And yeah, don't worry.
I still see a lot of Britishpeople speaking French.
I'm even shocked myself, almostonce a week.
So you guys are not doing thatbad at all.
Paul (26:54):
if it's any consolation, my my son's been starting to we
start going to the Sunderlandgames so I'm a, for my sins, I'm
a Sunderland fan.
And my seven year old, we'vebeen learning, I've been
teaching him Spanish for about ayear and a half, two years now.
But we also, we started mixingin French about six months back.
And so he didn't speak a lot ofFrench, he speaks a lot
Pierre (27:14):
Now we're talking.
Paul (27:15):
he does French.
I'm determined he's not going tohave the same challenges with
language that I had by learningtoo late.
And we went to see the playersafter the football game and our
manager's French, Regis Le Bris.
And he came down and my son saidmerci beaucoup to him.
Honestly, the whole six months,all of the fights that we've had
over whether to do lessons ornot, was instantly worth it by
(27:38):
the smile on Regis's face when aseven year old, out of the blue,
just said thank you in his homelanguage.
It just, I like, honestly, itblew me away.
I was like, now do youunderstand why I've batted you
so hard?
Did you see the smile on hisface?
He's yeah, dad.
Oh, this is amazing.
And so now he's doubled down oneverything.
It's brilliant.
Pierre (27:56):
Thanks to you.
Paul (27:58):
just, it is.
And I just wish more peoplewould take that, they would take
that opportunity.
But anyway, I digress.
Thank you very much for yourtime today, Pierre.
It's been lovely sharing thetime with you.
And thank you very much forcoming along at home, watching
the story or listening along.
Let me know if you've got anyquestions.
Pierre, how can people contactyou if they want to reach out
and chat more?
Pierre (28:17):
again so much for having me today.
Really enjoyed our conversation.
Directly on my website, on theenquiry form or on my LinkedIn,
you can just reach out to medirectly on the link to my
website or just reach out to meon any of the links on the
featured sections of my LinkedInprofile.
So yeah, thank you again.
Paul (28:36):
Awesome.
I'll make sure they're in theshow notes.
If anybody is looking to contactPierre, it should be down there
somewhere.
Brilliant.
Thank you.
Bye bye.
Pierre (28:43):
Bye.
Thanks.
Good afternoon and welcome back for another episode of
(00:02):
MarketPulse Pros and Pioneers,season two.
Oh, that's actually four.
Sorry.
Season two.
This season, as I've saidbefore, we're focusing much more
on the stories of ourfascinating guests, because as I
found through season one, prettymuch everybody who comes along
got where they are almostaccidentally because they've
been chasing their passions andthey've been chasing their why.
(00:25):
Today's guest, I suspect.
I don't know for definite, but Isuspect Pierre is no different
to any of the rest of us.
Pierre, thank you very much forcoming along and being an
awesome guest for us.
Pierre (00:35):
Thank you.
Thank you so much, Paul, forhaving me.
It's a real pleasure, and yeah,looking forward to a very good
discussion.
Paul (00:41):
A bit of background for Pierre.
He's the founder of BeyondSatisfaction, which is both a
talent agency specialising inrecruitment and also training
solutions for hospitality andthe customer service sectors.
Over 10 years of experiencemanaging luxury hospitality
operations at renowned hotelslike the Four Seasons, George V
and the Landmark in London.
(01:02):
Pierre launches agency in 2020.
I think I can see a commonconnection there with a lot of
other business owners that we'vespoke to.
Beyond Satisfaction combinesquality focused recruitment with
specialised training, empoweringfrontline staff to become brand
ambassadors, and driving longterm retention for clients
across the UK.
So Pierre's goal is to elevatecustomer experiences through a
(01:24):
high calibre workforce.
I love what you're doing there.
And.
The hospitality and customerservice sectors, the two sectors
that go very much hand in handand certainly speaks to my
previous experience as well frombackground in retail.
Tell me first of all though,Pierre, how did you get involved
in luxury hospitality in thefirst place?
Pierre (01:46):
That's yeah, that's, that goes back from a long time
ago when I was, when I was ateenager back in France.
I've always wanted to work forthat.
I was really always a peopleperson and obviously was always
something I wanted to work for.
My dad has been working in thatindustry, managing hotels.
He's been on the managementside.
(02:07):
But I, yeah, that's alwayssomething I wanted to do because
customer service was somethingI've always wanted to be working
in.
And I knew that hospitality wasa great field to do that.
So I actually, funny enough,when I did my bachelor degree
and I started to study and getmy first opportunity there.
I wasn't necessarily targetingluxury hotels but yeah, the
(02:28):
opportunity gave me that andthen I stayed in that industry.
But I also work for less luxuryhotels that are still high end
establishments, but notnecessarily luxury.
And I realized that sometimesyou still have the same problems
wherever you are.
You still provide amazingcustomer service just with
different expectations anddifferent types of customers.
So it was really good to seealso both sides.
(02:50):
So obviously a lot of theexpertise I used today are
related to that experience Ibuilt in those establishments.
Paul (02:57):
So you say you have a passion for customer service,
where do you think that stemsfrom?
Why, cause I don't know a lot ofpeople that, Certainly from my
side of things, I don't knowmany people that get into retail
because they love customerservice.
It's it's a job that approachespeople and then you as you go
through life, you figure outthat you enjoy customer service,
right?
Pierre (03:15):
So yeah, actually to be honest the main reason why I
like so much customer serviceand I'm passionate about it and
that half of what I do is abouttraining people on that is more
about the reason why say moreabout the why before the what,
which is what makes a differencein customer service.
(03:35):
I'm more passionate about thatalmost than customer service
itself.
There's one way that you reallyneed to take, that you really
need to focus on when it comesto customer service is
understanding the power of yourpeople and then understanding
how important it is to Take careof your people in order to take
care of your clients.
Part of the companies I've beenworking for, one of them was
(03:57):
Four Seasons, the George Cinq.
In fact, I was, it was workingseven years there because I was
already working as a studentthere for two years before I
started as a full time.
And probably that company is theone that inspired me the most.
And that justified at least morethan half of the reason as to
why I started my own business.
It's because over there, thereason why Four Seasons is
(04:18):
probably one of the best.
Hospitality brand in the worldis not because they have the
most stunning hotels, the bestlocations the high end
restaurants, but it's mostlybecause they deliver amazing
customer service because theyunderstood one thing.
You start by focusing on yourpeople.
You recruit the right attitude,you recruit the right profile,
(04:38):
and you.
Take care of that profile movingforward, like you would take
care of a gym.
And that's where the importanceof training, induction, but
continuous training movingforward is key, because only
happy people, only trainedpeople, only people who take
pleasure in what they do, whounderstand the why behind the
(04:59):
what, can deliver customerservice in an amazing way.
And that's one of the firstthing I say.
To every at the start of everyof my courses I deliver is that
I don't deliver that courses foryour clients.
I deliver it for you, butultimately, it will make an
impact on your client.
And once you start like this,you also change the mindset in
(05:20):
the room because they're like,wow, that person is there for
me, not to address the mistakesI've made with clients or else.
And obviously, that's how youget a great environment for
learning for them, is theyunderstand that you are there to
help them, rather than addressthings, if that makes sense.
Paul (05:37):
I have a soft spot in my heart for both retail and
hospitality because I know howhard both sets of employees work
long hours, thankless task, andgenerally a lot of the time, the
only time people come and speakto you is when something's gone
wrong.
But also because both industriesare very adept at finding
employees who are, have limitedor no experience in that
(06:01):
particular industry.
And you nailed it early on inwhat you said there you hire for
talent, you hire for aspirationsand motivations and energy and
enthusiasm, not because they candemonstrate previously having
done the role.
How do you help businessesidentify that as you move
(06:22):
towards management?
Because management, then you,there is a certain requirement
there for leadershipcapabilities, but again, there
is.
Scope to employ people who havelimited leadership capabilities
in terms of experience, but havethe right skills and qualities.
So how do you help them?
How do you help educate yourclients around that is what I'm
(06:42):
trying to say.
Pierre (06:43):
So I think the main thing is you can be very good at
doing something.
The number one key in customerservice is consistency.
And the number one way in orderto be consistent is having the
managers making sure that theteam are applying Those customer
service methods are having thecorrect attitude with the client
on a regular basis.
(07:04):
So it starts with the manager,but you can be very good at your
job.
It doesn't necessarily mean thatyou'll be very good in managing
people in doing the job.
It's two different things.
And I've realized that a lot.
Even myself throughout mycareer, mostly at the start of
my career, I was sometimesPromote, promoting people where
they were very good at the job,but they struggle at the
(07:24):
beginning when it comes tomanaging people.
Obviously, I would say to giveyou a first answer when it comes
to the training itself, I wouldsay if you want to be consistent
when it comes to customerservice, definitely training the
managers, not only the guestsfacing team, because they are
the one who's going to ensurethat consistency moving forward.
And it's a lot through Inspiringyour people.
You lead through influence.
(07:45):
You don't lead throughauthority.
And that's exactly the same wayit comes to customer service.
So for any of those courses.
When I, that are around how toget your people to apply those
those values on a regular basis.
There's a lot of leadershipthings around around the topics
I cover.
And a lot of it is how can youbuild an environment of
performance management that isoriented towards customer
(08:09):
service.
That is very important.
And when it comes to findingrecruiting managers finding the
right person, I think you needto look not only for the correct
attitude, but you also need tolook for that correct mindset.
Which is, because again, thatmindset, if the person comes
with the correct mindset, youwill directly influence your
people to deliver great customerservice.
(08:30):
If a manager is an amazingleader, but don't have any
belief of how customer serviceis important, how can he or she
inspire the team to do that?
Because you need to look up tosomeone.
So obviously, yeah, that'sreally important to look at that
mindset and make them realizethat in order for their team to
be applying successful customerservice on a regular basis.
(08:51):
It starts by, of course,checking on them, but also by
influencing them by your ownpassion, by how important
customer service.
Not sure if I replied yourquestion.
I went through different ways,but yeah.
Paul (09:04):
I like it.
like how did you end up movingthen from France into the UK?
What was the story behind thatmove?
Pierre (09:10):
You know what?
The funny part behind that is Inever really planned to move to
the UK, but One thing you havein hospitality is obviously,
most of the time when you workfor luxury hotel brands, they
are worldwide brands.
They have different branches indifferent cities around the
world and countries around theworld.
(09:30):
So sometimes I was receivingregularly offerings for, to work
in other countries.
I've been working already for Atthe start of my career for a
year in China, obviously now Iwas getting a little bit older,
so I didn't want it to move thatfar if I was moving.
And I had that opportunity atthe Landmark Hotel and they told
me, do you want to to movethere?
And I was like, yeah, it's okay.
(09:51):
Yeah.
Of course it's a great position.
I went through the interviewprocess.
It went super well and gotrecruited.
And then I moved from the day tolike from a month to another.
Then yes, stay there for almostfive years.
COVID hit I was still in the UK,met my partner and then she was
working at that hotel.
She's not from France obviously,during COVID, couldn't really go
(10:12):
back to France during thatperiod.
And I was like probably that'sthe time to start my own
adventure.
So then here I am, now probablyeight years after but yeah like
we discussed privately, I'm not,That's far from France, so I can
still go back home when I when Iwant.
But here is my second home orprimary home in same level than
France.
Paul (10:31):
How then a lot of businesses who start up doing
either talent or training dospecifically one or the other.
They don't tend to do both, orthey have a partner that can
help them with one or the other.
Why did you decide that youragency would do both?
Pierre (10:46):
That's a very good question because I have that
question coming to me.
I wouldn't say on a regularbasis, but from time to time
think it follows a little bitthe same, not a little bit, a
lot the same mindset that Ilearned from at the fourth
season when I was working forfourth season and that I wanted
to apply to my business.
So I started my business as atraining company and then I
brought up the recruitment and Ialmost saw it as a logical
(11:11):
continuity to my offering.
Because.
Again, you can only providegreat customer service.
You can only have your people todeliver a customer service that
you wish to receive yourselfeverywhere you go.
If you start from therecruitment stage, from finding
(11:32):
those people.
Of course, training is key, butyou also start by finding the
right attitude.
And again, I learned that a lotfrom Four Seasons.
In fact, Four Seasons is one ofthe only company that will
sometimes recruit people formanagerial roles that do not
necessarily have the experience.
But have the correct mindset andthe correct attitude.
(11:53):
And then they will teach theskills, which is exactly what I
apply to my business and whatI'm doing on a regular basis,
helping my clients with.
And the good thing also is that,talking about continuity, is
that I can join both offers.
So if tomorrow I recruit forsomeone, I am always asking, do
you want me to recruit for you?
(12:14):
Train them as well, not only onmy own content, but also on your
induction content.
So they arrive fully ready.
And again, when it comes tocustomer service, and
Hospitality in general, eitherit's first entry roles or more
senior roles, it is key toarrive ready because it's busy
environments, it's always,you're always required from week
(12:36):
one to already be operational.
Giving that time and givingsomeone who has the time to do
it for you train them on thethings that will really make a
difference, so they arriveready, but that will also have
an impact on the outcome.
the employee's retention,they're more likely to stay
longer.
And the more you make an impacton the employee's retention, the
more you make an impact on thecustomer retention.
(12:57):
So I think it's alsounderstanding how much your
people and your clients, bothare related.
You cannot take care of onewithout taking care of the
others.
Did that make sense?
Paul (13:08):
If I can ask, what's the most unlikely hire that you've
either personally made or you'veseen a client make on your
recommendation?
Pierre (13:16):
I would say that the most unlikely hire is a bit,
like I mentioned, some profilesthat do not necessarily on their
CV, match with what they werelooking for.
But then when you go through theinterviewing process, the
specific assessments that yousend them, when you maintain
that close communication withyour clients through your
(13:37):
recruitment plan that you makebespoke for your customers, you
realize actually that a lot ofdifferent aspects of the The
person, the candidate's profileis actually matched with what
they are looking for.
And that is very exciting todemonstrate that to the
customers, to convince them,because they don't necessarily
start to, they don't necessarilyget convinced because I think
(13:57):
when it comes to recruitment, wehave a tendency to give too much
importance to the CV, to thebackground.
I don't really work this way, ofcourse I look at that.
But again I see it as importantas the attitude, the mindset,
the values because again, youcan always teach those things
and I'm even assisting withthat.
That's why I like to push thatbecause I think recruitment
(14:20):
should be always.
Quality recruitment, rather thana speed, or rather than a speedy
or quality or quantity focusedrecruitment.
You should always be qualityfocused.
Okay,
Paul (14:31):
But we only ever recruit when something's gone wrong,
right?
And all of a sudden there's ared button to press because, oh
my god, how do we ever hit theservice levels we need to hit,
or how do we staff our team andwe need somebody now or
yesterday, right?
Pierre (14:44):
now that's very true.
I think sometimes that's thepremise.
It's important to not really be,either it comes to recruitment
or training, a lot of training,to not be reactive, but to be
proactive.
I sometimes refuse to onboardclients.
We're telling me I'm calling youbecause you're my last resource.
And if it doesn't if there's noimprovement after your training,
(15:05):
then I will start firing peoplefor the worst things I've heard.
And I think that's notnecessarily the best approach to
have, because if, That's one ofthe things I say in a diplomatic
way, is that if you're callingme at that stage, it's already
too late.
Or, not necessarily too late,but you should have called me
before.
But again a training shouldnever be about addressing
(15:26):
things.
It should be about shaping yourpeople as you would shape a gem.
A gym, sorry.
Paul (15:33):
What's at the heart of your business then, Pierre, like
in all of our businesses?
And you strike me as somebodywho's quite self aware.
What's the why behind what youdo?
What gets you up on a morning?
What motivates you to carry onwhen times are tough?
Pierre (15:49):
Definitely the Knowing the impact of what I do mix on
the people.
Cause at the end of the day, Ithink that you can only receive
amazing customer service fromhappy people who take pleasure
in doing what they do, even inthe most tough moments.
And we both know how much youcan face tough moments when it
(16:10):
comes to customer service, whenyou have to deal with a lot of
clients at the same time.
And when I have those attendeescoming to see me for a second
session that I deliver.
Or when I receive testimonialsor feedback from my clients
saying the impact of what youmade really changed a lot in
their jobs.
I think we both know as wellthat customer service rules or
(16:31):
hospitality rules they aresometimes time consuming jobs.
You spend a lot of time at workso it represents a certain
percentage of your life.
You better enjoy what you do,because it may, Impact you
personally.
There's a lot of personal tocustomer service.
There's, it's ego related, it'spride related, it's emotional
(16:52):
related, it's how you take allthis personally.
And when I see the impact itmakes on the people it makes me
proud and happy.
But I also know that it willmake an amazing impact on the
clients because they always comewith amazing examples on how
they handle something and howhappy the clients were.
And again, that's why both arerelated is because you don't
(17:15):
start taking pleasure incustomer service because you
like customer service.
No, you start taking pleasure indelivering customer service.
When you see the impact it hason your clients.
So again, be good in what youdo, so it makes an impact on
your clients.
So it makes you happy and proud,and you want to do it even more.
(17:35):
So both are again very related.
It goes both ways.
Paul (17:39):
Do you think that you then reflect that in your marketing
messaging?
Because obviously you have tomarket yourself to, to get
clients to build leads up.
Do you find that helps make youeasy to differentiate from your
competitors who are maybe morevolume focused or short term
stop gap measures, right?
Pierre (17:56):
That is a very good question, because I took, I
really like that question,because I think like you said,
the messaging needs, themessaging that you have needs to
include, What you're about, whatyou're passionate about, why
you're waking up every morning,and what makes you go through
the tough times.
I think you need to include thatbecause that's what makes you
unique.
(18:17):
And that's what's, that is whatalso is making you stand out.
And we can all have our businessowners our own way of standing
out.
By being ourselves, by puttingout there what again, making us
wake up every morning.
And also our vision related toit.
Why?
The why behind the what we doit.
And yes, my messaging is a lotaround that, a lot around the
(18:37):
power of people, a lot aroundthe quality focus that you need
to have when it comes torecruitment and training, rather
than a quantity focus.
Think long term as well, becausesometimes customer service takes
time to to be improved.
Thank you.
Changing the culture takes time.
In average, you don't alwayslike out of a training course,
(18:59):
you may remember 40 percent ofwhat is being given to you on
the first course, which isalready a good ratio.
So yeah, I think it's reallyimportant to put that in your
messaging.
And you will only be better inputting it out there that if you
believe in it, right?
As simple as that.
So I think that Sometimes withmarketing, and you know it 10
(19:20):
times better than I do wesometimes do things that other
people are doing.
We may say something because wesaw someone else saying it, and
we think we agree with it.
It's fine, but I think it stillneeds to include the things that
you do believe in, that you dobelieve will make a difference,
and that's the main reason whyyou're doing what you're doing.
(19:42):
You need to put that in yourmessaging on a regular basis,
because that's how you'll get.
The clients that will appreciateand will take full benefit of
what you're providing.
It's not only again aboutattracting in terms of quantity,
but attracting those clients interms of quality.
The more you put your value outthere, the more you'll get
clients with similar values.
Paul (20:02):
It's funny because I speak to a lot of people who, I work
in fairly saturated markets whotell me that they really
struggle to differentiatethemselves from their
competitors.
And my response is always astock response is the
differentiator is you and yourbeliefs and your values and your
vision.
And a lot of people are scaredto put out there because they're
maybe too, it feels like they'rebragging or just not being
(20:25):
humble enough.
And so they try and make it allabout the brand and it just
starts to go downhill fromthere.
So I love what you've said therearound, how you can
differentiate yourself just bybeing true to your own personal
beliefs and mission in life.
And helping that resonatethrough the business.
If I'm a small business owner, Isay small, maybe 10 employees
looking to make my next hire.
(20:47):
How can I be smart about who Ihire next?
How can I make sure that thetalent I attract is going to be
the right hire for me long term?
Pierre (20:55):
I think it's taking time to recruit the right person
because, I will give you anexample of my own career before
I started my my business.
I was a head of events, theLandmark Hotel running very
large events September toDecember was very very busy.
And sometimes people decide toleave not at a time when it
(21:16):
matches your activity and yourforecast.
They leave because they have toleave, because they have another
opportunity etc.
Now, obviously, what is thefirst focus you may have at that
moment is, I need to findsomeone quickly because I have
those big events coming nextweek, next month.
And I always, probably that's alot of the mindset I have today
(21:36):
when it comes to recruitment.
I was always saying one thing tomyself.
I'd rather take a month to findsomeone that is the right fit
than take a week to find someonethat seems good but is not the
perfect fit.
Because there's one thing tokeep in mind as well, you're not
doing a favor to that person.
Because that person could havebeen recruited by a company that
(21:58):
will really value his or hermindset, attitude, and values
more than that company.
So I think it's really importantto not think short term, to not
think filling the gap.
And even to find alternativesolutions in the meantime,
accept that you may struggle,but it's better to struggle a
bit and then have the rightperson than not struggle a bit
(22:21):
and then have the wrong personfor the rest of the yeah, the
rest of the time.
And obviously you're not doing afavor to that person neither.
Cause, I wouldn't say there isno bad employees but I would say
there is no, not as many bademployees as we think.
There is also bad hire badmanagement and poor train poor
(22:43):
training and resources and orlack of training and resources
provided on a regular basis.
Sometimes we may take shortcutsas business owners, as managers,
just labeling our employees asbad or.
Rather than thinking the why,again, behind the what.
Why is that person like this?
What did I not do wrong?
What did I not do well for theemployees to be like this?
(23:05):
Which, by the way, you doexactly the same with your
customers when it comes toexpectations management.
If a customer is wrong, you askyourself, What did I do wrong
for the clients to be wrong?
What did I not say right fromthe start?
It's almost the same mindset,but it needs to be a proactive
mindset.
Yeah, I would say, Take the timeto find the right person, really
(23:26):
understand what you're lookingfor as well because sometimes
you, for example, my clients,when they come to me for
recruitment I have specificquestions that They've never
been asked before, probably, butthat helps me to really
understand what they are lookingfor.
It's just not a job descriptionthat you put out there and you
see who matches the best withit.
(23:46):
It's also really understandingwho you are looking for in terms
of those three focuses, which ismindset, attitude, and values.
Not only in terms of skills.
Paul (23:55):
Just before we wrap up then, you mentioned a couple of
questions there that, that youmight ask your clients to get
underneath the skin of that abit more.
Would you mind sharing one ortwo of those with us without
giving the game away too much?
Pierre (24:05):
I have said questions, but sometimes I come up with the
questions based on what they arelooking for but it's a lot of
questions in terms of what arethe key attitudes you are
looking for?
Is it for example, let's say afirst entry wall as simple as a
first entry wall.
What are the first, the keyattitudes you are looking for?
And they can pick between activelistening.
So first entry roles thatdealing a lot with customers.
(24:26):
Is it active listening?
Is it empathy?
Is it proactiveness?
Is it handling compliancehandling?
Is it managing your ownemotions?
Is it confidence?
Like attitude, because at theend of the day, I almost see
attitude and skills as the samein customer service, because
whatever skills you have incustomer service, you still
display those skills throughyour attitude.
Paul (24:48):
Yep.
Pierre (24:48):
Any skills to handle complaints is how you say it and
what you do.
And it's a lot about the how,not the what.
The what, they know it, I don'tknow it.
I ask a lot of questions aroundthe how.
Also, I last question, I askquestions about things that they
would like to change based onthe previous position that they
have.
Cause, again, I think we have,again, that tendency to always
(25:10):
Copy paste the whole jobdescription my, when I was head
of events I was sometimes beingpulled off by my line manager on
how long I would spend to reviewthe job descriptions before
putting the position out there.
But for me, it was important.
And sometimes I review jobdescriptions that haven't been
touched for 10 years.
So sometimes my questions, Allaround that is around getting
(25:31):
information that are not on thejob description, if that makes
sense.
It can be about what are the keyvalues that you're looking in in
those people?
What, how would you like them tomanage your team when it comes
to getting them to deliver greatcustomer service?
Almost the questions I will askto my attendees during my
course, because, yeah that'sreally trying to tell yourself.
(25:55):
What questions can I ask thatthey probably didn't ask
themselves to really find thatgem that they are looking for?
Paul (26:00):
Amazing.
I love it.
Thank you very much for sharingyour knowledge with us today,
Piera, and your journey, whichis just fascinating for somebody
who was born and raised in theUK, and I've never really
considered working in anothercountry.
I think it's amazing thatsomebody can come not only to
another country and do whatyou're doing, but to do that
with a language barrier as well,and still be rocking and
(26:21):
rolling.
Hats off.
I wish I could speak any otherlanguage as well as you speak
English.
I'm always amazed by folks fromother countries and I think it's
a, I digress a little bit, but Ithink it's a big feeling that we
have here in the UK that we'renot more proactive with our
language for our children.
Pierre (26:36):
Thank you
Paul (26:36):
an amazing guest.
If
Pierre (26:39):
your very kind words.
That's very kind of you.
Yeah, it was a real, it was areal pleasure.
We enjoyed it.
And yeah, don't worry.
I still see a lot of Britishpeople speaking French.
I'm even shocked myself, almostonce a week.
So you guys are not doing thatbad at all.
Paul (26:54):
if it's any consolation, my my son's been starting to we
start going to the Sunderlandgames so I'm a, for my sins, I'm
a Sunderland fan.
And my seven year old, we'vebeen learning, I've been
teaching him Spanish for about ayear and a half, two years now.
But we also, we started mixingin French about six months back.
And so he didn't speak a lot ofFrench, he speaks a lot
Pierre (27:14):
Now we're talking.
Paul (27:15):
he does French.
I'm determined he's not going tohave the same challenges with
language that I had by learningtoo late.
And we went to see the playersafter the football game and our
manager's French, Regis Le Bris.
And he came down and my son saidmerci beaucoup to him.
Honestly, the whole six months,all of the fights that we've had
over whether to do lessons ornot, was instantly worth it by
(27:38):
the smile on Regis's face when aseven year old, out of the blue,
just said thank you in his homelanguage.
It just, I like, honestly, itblew me away.
I was like, now do youunderstand why I've batted you
so hard?
Did you see the smile on hisface?
He's yeah, dad.
Oh, this is amazing.
And so now he's doubled down oneverything.
It's brilliant.
Pierre (27:56):
Thanks to you.
Paul (27:58):
just, it is.
And I just wish more peoplewould take that, they would take
that opportunity.
But anyway, I digress.
Thank you very much for yourtime today, Pierre.
It's been lovely sharing thetime with you.
And thank you very much forcoming along at home, watching
the story or listening along.
Let me know if you've got anyquestions.
Pierre, how can people contactyou if they want to reach out
and chat more?
Pierre (28:17):
again so much for having me today.
Really enjoyed our conversation.
Directly on my website, on theenquiry form or on my LinkedIn,
you can just reach out to medirectly on the link to my
website or just reach out to meon any of the links on the
featured sections of my LinkedInprofile.
So yeah, thank you again.
Paul (28:36):
Awesome.
I'll make sure they're in theshow notes.
If anybody is looking to contactPierre, it should be down there
somewhere.
Brilliant.
Thank you.
Bye bye.
Pierre (28:43):
Bye.
Thanks.
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