25 Years of Warm Hospitality—and the Story Continues

On farewells, responsibility, and the future of a special hotel. After 25 years of shaping, managing, and further developing the Solbadhotel together with the Hauenstein family, the time has come for Herbert and Luzia Wicki to pass the torch.

Today, the Solbadhotel stands on a solid foundation. Whoever takes over here in the fall of 2026 will not be starting from scratch—but rather inheriting a story that is waiting to be continued. The handover will take place in an environment that offers stability: a dedicated team, loyal guests, and owners who value continuity just as much as they do new ideas.

In the video interview, they talk about their early days, strategic decisions, how they interact with employees and guests—and what they consider essential for the future of the hotel.

A Deliberate Fresh Start in Sigriswil

After about ten years in Zurich, Herbert and Luzia Wicki made a conscious decision to pursue a shared career path in the hospitality industry. Their goal was to balance work and family life and to share responsibility. The move to Sigriswil was met with mixed feelings: on the one hand, they could sense the potential of the business; on the other, they felt a sense of respect for the challenge of sustainably building up a property with room for growth. Both bring a solid background in the hospitality industry, which allowed them to contribute actively and complementarily to the business from the very beginning. Crucial to this success was also the close and trusting collaboration with the Hauenstein family, the owners, who supported them across three generations and helped further develop the property.

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Clear Positioning Instead of Short-Term Capacity Utilization

An early experience had a lasting impact on the Solbadhotel’s strategic direction: The hotel was not suited for a business model dominated by group bookings. Following feedback from vacationers who felt disturbed by groups, a clear decision was made—to shift away from a group-focused approach and toward individual guests. In 2003, Walter Hauenstein invested in the wellness facility, adding the small “Saunadörfli.” This expansion was a crucial step in establishing the Solbadhotel as a wellness destination in the region. The Solbadhotel deliberately developed into a place for guests who value peace and quiet, consistency, and personalized service. Over the years, this has resulted in a stable base of regular guests, many of whom return several times a year or for extended periods.

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Presence as a Leadership Principle

A recurring theme in the conversation is personal presence. Luzia Wicki explains that she makes a point of spending time with guests at the restaurant every morning—not out of a sense of duty, but out of conviction. This direct interaction allows her to sense the atmosphere, gather feedback, and build rapport—regardless of whether the guests are regulars or first-time visitors. Herbert Wicki also emphasizes the importance of personal conversation. Often, it’s the brief encounters that leave a lasting impression on guests. This approach has shaped daily life at the restaurant for many years.

Encounters, Growth, and Responsibility

Of course, over the past 25 years there have also been some special encounters—for example, with well-known figures from the worlds of sports and gastronomy. For the Wickis, however, these were never the main focus. What always mattered most was their commitment to treating all guests with the same level of attention. At the same time, the business continued to evolve.

With investments in the Panoramahaus, the number of rooms continued to grow to 72. The number of employees also increased from about 30 to just under 90. This brought with it a sense of responsibility as an employer in the region, as well as the need to create structures that are sustainable in the long term. Herbert Wicki describes the Solbadhotel today as a well-positioned business on Lake Thun that has built a reputation for consistency over the years.

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Investments with a Long-Term Perspective

Following the groundbreaking investment in the wellness facility in 2003, the Solbadhotel underwent continuous development. With the construction of the Panorama House in 2008, the hotel gained additional rooms and a seminar area with impressive views. In 2009, all rooms in the main building were modernized, and the wellness area was expanded to include a sauna village offering a wide range of relaxation and spa services. Another milestone was reached in 2023 with the comprehensive renovation of the kitchen and the refurbishment of the lobby, bar, wine cellar, and central technical systems. In 2024, the new Waldstube was opened, and popular activities such as the “Bade- und Fondueplausch” were resumed. The next phase of development will involve the renovation of the hotel rooms.

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Leadership, Trust, and Team Culture

In their leadership, Herbert and Luzia Wicki emphasized trust, autonomy, and appreciation. Employees should be able to contribute and grow—not everything should be controlled centrally. At the same time, it was important to them to lead by example and visibly take on responsibility. This attitude was also evident in how they handled challenges. Disappointments were part of the process, as were difficult phases. What was always crucial, however, was the long-term perspective and treating one another with respect—both toward employees and toward guests.

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Stability in Turbulent Times

The Solbadhotel was not spared from crises either. The pandemic-related closure was a turning point. In retrospect, the consistent focus on the Swiss market proved to be a stabilizing factor—both during and after the COVID-19 pandemic. The Wickis see the ongoing digital transformation, in particular, as a long-term challenge. It requires investment, new skills, and adaptability—without losing sight of the importance of personal contact.

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Handover, Continuity, and Outlook

The succession plan was developed early on—first internally, and later in collaboration with the owner family. For Herbert and Luzia Wicki, it is essential that the company continue on its current path without allowing any stagnation. Development, investments, and openness to new ideas should remain in harmony with the company’s existing identity. Their advice to the new management is accordingly pragmatic: listen, take your time, build trust, and don’t try to change everything at once. That’s exactly how they themselves got started 25 years ago. The handover of management will take place in the fall of 2026. The philosophy of the “ Hauenstein Hotels ” and the Solbadhotel will be carried forward. The recruitment process is underway in close collaboration with the Wicki family and the existing team.

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A Retrospective with a Forward-Looking Perspective

After 25 years, Herbert and Luzia Wicki take stock in a matter-of-fact yet clear manner: The Solbadhotel has been successfully positioned, further developed, and established as a reliable business—supported by its employees, guests, and a partnership-based ownership structure. What remains is less a single moment than an attitude: being present, taking responsibility, and nurturing long-term relationships. This is a foundation upon which the Solbadhotel can continue to build in the future.

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