Schilthorn: Reto Mettler, New Restaurant Manager With Passion
Reto Mettler has been Head of Gastronomy at Schilthornbahn AG since November 2024. With the company's numerous catering establishments steadily gaining in importance, the search for an experienced gastronomy expert became urgent. Under his leadership, the establishments will be given a clear profile, their offerings improved, and their processes structured more efficiently. A challenge that Mettler embraces with passion.
A key component of Schilthornbahn AG and the overall mountain experience is its hospitality. The tourism company currently operates two hotels and five restaurants, with the 360° Piz Gloria restaurant as a flagship attraction and a magnet for visitors from all over the world. As the company's importance grew, so did the need for close and expert departmental management. Until now, the expertise needed to optimally coach the hosts of each establishment was lacking.
Gastro expert and passionate leader
After a thorough search, the choice fell on Reto Mettler: "The role of Gastronomy Manager is exactly the right one for me," the 58-year-old is certain. "I don't like administration; I'm a person with a strong creative drive." After completing his apprenticeship as a chef, Mettler trained as a hotelier-restaurateur and subsequently completed various degree programs, including business management, business administration, and food design. Combined with his many years of professional experience in the world of gastronomy, these programs made him an expert who knows the trade inside and out. Or, as he puts it: "I'm a gastronomy expert and passionate manager." Food and drink are always at the center of his work.
“Improvements are always possible”
The Eastern Swiss native now wants to contribute his expertise to the Schilthornbahn AG catering operations. The requirements profile for him is extensive, and the interfaces are numerous. "The catering operations are rock solid," Mettler states. "For 2025, I have defined focus topics for each operation that were already fully or partially being addressed. They are ranked according to priority, with 2025 being a transitional year for developing the business plan for the future. This can then be implemented starting in 2026." Improvements are always possible, he says. Aside from "quick wins," i.e., rapid successes through easily implementable measures, Mettler will highlight the medium- and long-term optimization potential in the aforementioned business plan. He relies on expertise and common sense to gain the trust of all those involved. Ultimately, they should support new ideas. At the same time, the operations managers should receive targeted support.
Priority on profiling the catering establishments
First and foremost, however, the restaurateur wants to place the main emphasis on profiling each individual establishment. "They must differentiate themselves from one another and from their competitors. That's the only way the restaurants can be successful," Mettler is certain. "It's not about my preferences, but about identifying the needs of guests, competitors, and trends, and implementing them as focused and flexibly as possible." This may require a bit of courage to try something unconventional. The presentation on the Allmendhubel, for example, could be even more regional and fresh, while that on the Piz Gloria could be even more international and fast-paced. The Alpenruh and Blumental hotels also need to emphasize their differences. "It's a long road, but also an exciting one!" Mettler enthuses, full of drive – and palpable passion.
