Hotelier Hugo Germain on building a thriving family business
“In business, there’s often a lot of ego, especially when there’s just one leader at the top,” says Hugo Germain, BComm 02. “That can be lonely. We’re lucky to be able to count on each other, as a family.”
It’s not always easy being part of a family business, but for Hugo Germain, BComm 02, the biggest advantage is that he never feels alone.
He and five other family members now share leadership of Germain Hotels, a network of 20 properties across Canada under the Le Germain, Alt and Escad banners.
“We’re kind of like Canadian geese, especially in times of turmoil like the pandemic,” says Hugo of his hotelier family.
“When geese fly in a V, there’s always one in front, but it’s never the same one. And that’s like us — we’re all together, but sometimes when someone has less energy or the morale or mindset to take charge, a different one leads.”
Hugo says that this collective attitude has been a cornerstone of the business ever since his father, Jean-Yves, and his aunt, Christiane, LLD 13, opened the first Germain hotel in Quebec City in 1988.
Today, Jean-Yves and Christiane are still co-presidents, while Hugo’s sisters, Laurie and Clarah, serve as vice-president of Human Resources and director of Guest Experience, respectively. His cousin Marie-Pier is the vice-president of Sales and Marketing. Hugo himself is vice-president of Operations.
The John Molson School of Business graduate joined the company full-time in 2006 and soon led the development of Alt Hotels, a no-frills chic concept aimed at value-conscious guests.
Eighteen years and 11 Alt Hotels later, the concept has become one of Germain Hotels’ most successful ventures.
“We worked intensely together to grow the brand to where we stand today,” Hugo says. “And we’re still expanding it, which has been so rewarding.”
‘Incredibly fortunate’
Hugo got his first taste of the family business in 1999, shortly after moving from Quebec City to Montreal to study International Business at Concordia.
“I walked into Le Germain Montreal one day, which had just opened, and the director of Rooms said, ‘Do you want to work?’” he recalls.
“I think I started the same day, working the door and later the front desk. What began as a casual shift turned into a couple of shifts a week while going to school. The proximity of the hotel to Concordia was very convenient.”
That crash course on the front lines of the company, combined with his business studies at Concordia, proved invaluable.
After graduating, Hugo joined Krispy Kreme just as it was expanding into Canada.
Having enjoyed the company’s famed glazed doughnuts at his grandparents’ home in Florida, he knew the product well and believed in its potential.
“Most importantly, I was looking for a product that I would be passionate about,” says Hugo. “I was a big fan of the product and knew I would be a good ambassador. It was a natural fit.”
As Hugo rose from unit manager to sales manager, Krispy Kreme became “incredibly successful very quickly.”
“I especially remember the never-ending lineups,” he says. “And most of the time, they were around the clock. It was unbelievable.”
The novelty of Krispy Kreme wore off, however, and by 2005 the Canadian franchisor had filed for bankruptcy protection.
Still, Hugo says he made incredible friendships at Krispy Kreme and learned many lessons.
“My mentor — my boss — played an important role in the way I conduct business today,” he says. “I was incredibly fortunate to join a group like the one that managed Krispy Kreme’s development in the province.”
Armed with these insights, Hugo went on to pursue his MBA at Queen’s University before joining the family business in 2006, just as the first Alt Hotel was being built in Brossard, Quebec.
Looking back, Hugo says he feels “incredibly fortunate” to have landed where he has.
“A friend of mine was in business with his father, and I remember one day, over a glass of wine, he said, ‘You don’t realize how lucky you are to be able to informally bounce ideas with your father and work so well with him and your family.’”
Hugo says he understands that now, more than ever.
“In business, there’s often a lot of ego, especially when there’s just one leader at the top,” he reflects. “That can be lonely. We’re lucky to be able to count on each other, as a family. I’m very happy about that.”