David Rey, CEO of SNÖ Hotels

Founded with a deep connection to the mountains and snow, SNÖ Hotels has established itself in just a few years as one of the leading hotel chains in mountain destinations in Spain. Its founder and CEO, David Rey, has over two decades of experience in the tourism sector and a career marked by passion, specialization, and innovation.

Since its inception, SNÖ Hotels has been committed to a management style deeply rooted in the local area and respectful of the natural environment. Specialization in mountain hotels, business diversification to address seasonality, and a focus on technology and sustainability are some of the pillars that have guided its growth. Today, with over 400 employees and a presence in some of the main valleys of the Pyrenees, SNÖ Hotels continues to expand into new destinations such as Galicia and Cantabria, while remaining true to its core values: offering authentic experiences in the heart of nature.

What was the origin of SNÖ Hotels and what personal motivations led you to found it?

SNÖ Hotels was born at a turning point in my personal and professional career. After more than two decades dedicated to projects related to the world of snow and mountains, I knew from the moment I graduated that I didn't want to work in banking or in an environment that didn't motivate me. I began my career in travel agencies specializing in snow destinations, and later in resorts such as Andorra, Soldeu, Grandvalira, and Boí Taüll.

During those years I learned a great deal, both about the commercial side, my strength, and about analytics, costs, opportunities, and, above all, team management. In Andorra, I worked with outstanding professionals who gave me a broader perspective on the business.

I noticed great potential in the mountains: many family businesses lacked a successor because their children had left to study abroad and hadn't returned. I saw an opportunity there to start my own project. But above all, I was driven by the desire to share this adventure with professionals who, like me, loved the world of snow and wanted to take the next step. Thus, what began as a project with five people now brings together more than 400.

What makes SNÖ Hotels different within the hotel sector, especially in mountain destinations?

As our name suggests, snö means "snow" in Swedish. Initially, all the resorts in the chain were located in areas close to the snow. That's a differentiating factor, but above all, what makes the difference is our team. We are currently about 17 or 18 people, passionate about the mountains, who live in them and enjoy the environment in which we work. This genuine connection to the land, combined with a courageous commitment to continuing to invest in skiing despite climate change, sets us apart. We are persistent, resilient, and we fight every day for a project that now belongs to everyone.

What types of hotels can we find within the chain?

This is another of our distinguishing features. We understand that mountain destinations attract very different audiences, with diverse motivations, and that's why we offer a wide range of accommodations.

We have 4-star hotels in high-end destinations, offering top-quality service, as well as hotels designed for beginners looking for good value. In Boí Taüll, for example, we host many school ski trips for their first time on the slopes.

We also manage apartments and hotels in valleys with a long skiing tradition, such as Baqueira Beret, Cerler, Formigal, and Candanchú. We have expanded to areas where the appeal isn't solely alpine skiing, such as the Larra-Belagua region near Isaba in Navarre. Since 2024, we have also been present in Cantabria, in Alto Campoo, with our own hotel and the management of the on-slope restaurants.

What are your main strengths?

The first is specialization. We have focused on mountain hotels, although in recent years we have also incorporated establishments linked to nature and sports experiences, such as the Camino de Santiago.

We have a highly experienced team, with over 10 or 15 years of experience in mountaineering, skiing, hiking, and adventure tourism. We are a dynamic team, eager to improve, grow, and learn.

Another key element is technology. We have centralized all management through a system that integrates reservations, sales channels, and real-time results analysis.

Finally, we have diversified our portfolio: we work in areas with more or less snow and with an increasing number of establishments that operate all year round, guaranteeing the economic and social sustainability of the company.

What does SNÖ Hotels offer that no one else does?

Versatility. In a single season, we cater to a wide range of clients: from those seeking luxury and exclusivity in a 4-star hotel in Formigal or Baqueira, to school groups discovering snow for the first time, or weekend travelers attracted by après-ski.

In places like Formigal, we've created added value not only in accommodation but also in complementary services: transfers to the slopes, restaurants, après-ski activities, and experiences tailored to the destination. This flexibility is what makes us unique.

What are the main obstacles that SNÖ Hotels has had to overcome?

The hardest part was COVID. It arrived just as the project was getting off the ground. Depending on the region, we didn't know if we could open or not, and that forced us to improvise contingency plans.

We also face the uncertainty of the weather every year, especially at the start of the season, and the difficulty of attracting talent, that is, good professionals who want to develop and grow with us.

Seasonality is a major challenge in the mountains. How do you deal with it?

This is our biggest challenge, and that's why we take the creation of products for spring, summer, and autumn very seriously, such as our significant and firm commitment to cycling and sporting events that revitalize the valleys. We work with groups that travel regularly from different parts of Spain to destinations like the Irati Forest or Ordesa National Park.

We have incorporated hotels such as Pazo O Rial, Condes de Pallars, Bielsa and Isaba, which operate normally from April to November, allowing us to offer job continuity and retain the best talent.

Another important strategy is the incorporation of hotels in the Galicia area, since the significant volume of pilgrims begins in March and lasts until November, complementing the activity in the Pyrenees, balancing the annual turnover and offering stability to the staff.

What sustainable practices have you implemented?

We are upgrading heating and air conditioning systems to make them more efficient. In many valleys, we are taking advantage of hydroelectric power, locally grown crops, and pellet boilers.

Even so, we are aware that we must continue to move forward. Summer temperatures are getting higher and higher, and we must adapt buildings to make them more sustainable and resilient to climate change.

What role does technology play in your operations?

It's essential in every aspect of the business. It allows us to get to know our customers inside and out—where they come from, when they travel, what they're looking for—so we can anticipate their needs and offer them personalized experiences.

It is also key in internal management: stock control, costs, digitization of invoices and delivery notes, which gives us immediate information on the real situation of each unit.

How do you collaborate with local authorities, ski resorts, or tourism associations?

The relationship is very good. In many cases, they are our partners because they have a central booking system and we are their accommodation providers. However, we believe there is still one area for improvement: developing more summer tourism products. In Europe, there are destinations that are already achieving this, with high occupancy rates and good average prices, overcoming seasonality.

In our case, one of the challenges is to open a unit in Andorra, which is doing very well in terms of reducing seasonality.

What strategies do you use to retain employees and reduce turnover?

Over the past four years, we've invested primarily in improving and expanding staff accommodations. Affordable housing is difficult to find in many valleys, so we strive to provide room and board, ensuring that our staff keep their entire salary.

Furthermore, we develop internal career plans, promoting mobility between destinations and continuity between seasons. We also offer employee benefits such as discounts at shops and resorts, ongoing training, and leisure activities.

Our goal is to build employee loyalty and make our team one of SNÖ Hotels' main differentiating values.

If you could go back to the beginning of SNÖ Hotels, what would you do differently?

Perhaps I should have opted for a presence in Andorra sooner. In the beginning, we focused on destinations closer to the slopes and missed opportunities in valleys with more off-season routes.

Even so, the project has been able to adapt to each economic moment and we continue with the same philosophy: to grow coherently, learning from each stage.

What are your most recent or relevant projects?

One of the most noteworthy projects is in the Pallars Valley, at the Conde de Pallars hotel, where we will transform an iconic 160-room hotel to enhance its appeal year-round. It's a strategic project that will boost our revenue outside of the winter season.

We are also continuing to grow in Galicia, seeking synergies between the Pyrenees and the coast, both in human resources and experiences. We are collaborating with chefs like Lucía Freitas (Michelin-starred) to elevate our culinary offerings and bring that excellence to the mountains as well.

How do you envision the future of SNÖ Hotels?

We want to remain true to our essence: being a chain specializing in mountains and nature. Our slogan, Liberty Hotels, perfectly encapsulates that philosophy: hotels in places where freedom is in the air.

We're not looking for growth for the sake of growth. We want to consolidate what we have, nurture internal talent, and offer career development plans that retain our professionals. Human capital will continue to be the key to our future.