WHO IT’S FOR, AND WHEN
A spa or wellness center that is opening and must build an operational team within weeks; a property in operation whose quality has diluted with turnover; a house introducing new protocols, brands or modalities and wanting them mastered, not just listed.
WHO IT’S FOR, AND WHEN
Therapists arrive with disparate training, schools teach neither selling nor guest relations, brands train on their products but not on your house. The result: ten therapists, ten different massages under the same name, and a front desk that cannot explain what it sells. Consistency is the first driver of loyalty — and the most neglected.
WHAT WE DO
01
Assessment
observing therapists in the treatment room, the front desk and the spa manager; actual level, gaps against target standards.
02
Tailored programme
modules chosen according to headcount and priorities: signature protocols, touch and posture, welcome and guest journey, selling and product advice, complaint handling,
03
On-site training
delivered by the international trainer in our network, in the treatment room and in real conditions, in small groups. We design the programme and steer its quality.
04
Outcome before technique
every module ties the gesture to what the guest should feel: sleep, recovery, energy, stress regulation, performance, longevity.
05
Internal certification
assessment grid, individual sign-off, written standards the spa manager can keep alive after we leave.
06
Continuous training
refresher and advanced sessions, on demand, to absorb turnover and hold the level.
DELIVERABLES
TARGET OUTCOMES
A team that delivers the same treatment, at the same level, whoever the therapist — and that can tell the guest what they will feel and why.
DURATION & FORMAT
2 to 30 days depending on headcount: from a few days for a team of fewer than five to several weeks spread over time for a team of more than twenty-five. Continuous training offered afterwards.
FEES
On quotation, after a first conversation.
PROOF
At a Caribbean resort, training the teams in the protocols of the hotel's own brand was part of an engagement extended to eighteen months. → Case study 03
