Francis Sultana in his apartment in Albany

World renowned interior designer Francis Sultana has been taking the world by a storm through his residential, hospitality and commercial projects. Here, he speaks to Samantha Welsh about how he went from designing his mother’s home in Malta to leading the design team at the Hotel Palma in Capri

LUX: What was your route into the design industry?
Francis Sultana: I come from a very small island off Malta called Gozo. Growing up in the 80s meant there was little access to the world of design and so I had to read magazines like House & Garden, and World of Interiors. I was lucky my mother was hugely supportive and so she let me start decorating her house, which in fact appeared on the front cover of World of Interiors – so I must have been doing something right!

When I was 19 I moved to London. I had read about David Gill and how he was establishing a gallery offering collectible contemporary design and art which was functional as well as beautiful. Many artists from the turn of the century had created collectible furniture as part of their work, but David really began to champion artists such as Jean-Michel Frank, Garouste and Bonetti and Donald Judd and so I began to learn from him. I also spent a lot of my time at the Victoria & Albert museum where I taught myself all about the history of design and furniture. It is why the V&A is still so dear to me now and why I sit on the museum’s Advisory Council, and why supporting museums like the Design Museum, the Serpentine Galleries and now MICAS in Malta is so very important to me.

In Francis Sultana’s palazzo in Valletta

LUX: Where have you most enjoyed living?
FS: I love London and I really owe my success to this city. However, my heart is still Maltese and several years ago I bought a palazzo in Valletta (the capital of Malta) and have lovingly restored it back to magnificence. I love interiors and I love travelling, so tying myself down to one place or location is very hard to do! I recently became custodian of King Henry’s Hunting Lodge, a National Trust property in rural England, that was once home to two legendary interior designers, John Fowler and then later, Nicky Haslam. I cannot wait to spend time relaxing, drawing, designing away from the hubbub of London.

LUX: What is your typical working day?
FS: I get up around 5:45am everyday and check my US and also my Middle Eastern/Asian emails and then go and do my work out – as one passes a certain age this becomes a necessary daily chore sadly, but I have a fabulous trainer Jack Hanrahan who keeps me on my toes. I get to the office and have a black coffee and Eloise, my EA, goes through my diary for the day, before my daily meeting with my teams. I then go downstairs to David Gill Gallery, of which I am also CEO, and check in with the team there as we will be planning new exhibitions. I usually have lunch meeting with artists or clients and am then often dealing with the architects and designers who are working on our projects that are based all over the world – so when one time zone ends, another wakes up, so it’s pretty relentless. However, luckily I do a job that I adore and get to work with amazing clients and artists who make all the hard work so worthwhile.

Part of the Chatterley Collection by Francis Sultana

LUX: You offer innovative solutions for large scale art installations, yet are renowned for the focus you bring to bespoke design and aesthetics. How do you take a brief and adopt your clients’ requirements?
FS: I am an editor, I am very lucky that my clients usually have a very advanced sense of aesthetics and often have collected their own works over many years. I also know many of my clients quite well, so I understand what they need to accommodate in their homes – from their family life, to socialising and entertaining, to their comfort and wellness. My clients all have very big personalities and so I design around them, to complement them and their lives. I bring an understanding of how to work with contemporary art and design for sure but I also love introducing clients to artisans and traditional skills and materials that really make their homes something very unique and elegant and not like anything they will see elsewhere. The word bespoke is rather overused these days but for me, each house or hotel is a special journey and I never create a one size fits all approach, I create homes and spaces that defy time, that will remain relevant. I do not do fleeting trends.

LUX: How can design also contribute to conserving heritage?
FS: One shouldn’t be scared of period houses but one should also honour the history of a house. I have worked on quite a few historic houses – my first commission was for a piece of furniture for Spencer House in London. My own apartment in Albany which was built by Sir William Chambers required meticulous attention to detail to get the correct colours and plaster work, recreating rooms, whilst not suspending them in aspic. It is important to make a property your home, to suit your needs but the history of it should always be sitting beside you. My work on Poston Court, an estate in Herefordshire (and another Chambers construction) was similar. We respected the past and paid huge attention to the details of the building but we also made sure it was a house fit for purpose for the 21st century. The Hunting Lodge is no different. We are taking huge pains to respect the house’s unique history with the work of both John Fowler and Nicky Haslam, but I am also making it a lasting home for me.

At Poston Court

LUX: In the Summer of 2023 you launched your first hotel project, for the Oetker, at ‘La Palma’, Capri; what was the appeal for you about this mandate, and how did your concept exceed expectations?
FS: I travel a lot. So I suppose I am my own perfect client – I know what works in hotels and what doesn’t – I also think a hotel must always reflect its location – what I would design for Capri would never be the same for London or Rome or Paris. Capri is about escape, about calm and peace and about going back to nature and this is what I did at La Palma. I created a beautiful home away from home, I looked at the hotel’s iconic history but also made it work for a new luxury traveller. The reviews have been amazing and I am thrilled that this project exceeded all expectations and will introduce the hotel to a new audience without alienating those who already love staying there.

LUX: Your passion for Italy is evident, where especially do you draw inspiration?
FS: Capri for me is inspirational which is why I created an entire collection of furniture and lighting entitled Capri – based on a white colour palette (with a touch of Verdigris) with materials like white plaster, white bronze and marble. It’s a big move for me to do an all white collection but people seem to love it. Earlier this year I collaborated with Italian brand Bonacina – who I have worked with for years. It is a large indoor/outdoor collection that we launched in Milan and really is all about summer living and La Dolce Vita which the Italians do so well. I also did a plate design for Ginori 1735 for David Gill Gallery which is rather pretty. I just love Italy and Italy seems to love me back, which is nice!

Hotel La Palma in Capri

LUX: Outside Europe, where would you say there is a tradition and appreciation for design, be it architecture, furniture, craft?
FS: Funnily enough I recently started several projects in the Middle East and I find that my clients there are incredibly knowledgeable on design matters – if you don’t care about good design then I am probably not the best designer for you as it’s really at the core of what I do! But luckily it seems that across architecture and furniture as well as crafts and artisanal skills, this is something that a growing coterie of clients across the region are really focusing on right now. It’s not about new new new, it’s about finding something more lasting.

LUX: Do the destinations for multiple home-owners such as Monte Carlo, St Moritz, Middle East and the US influence how design ideas mutate?
FS: Of course – groups of friends tend to know each other and go to the same hotels, restaurants etc and so there are styles that move from one country to the next for sure – however I feel with most of my clients with multiple homes, whilst they like some elements to remain consistent like quality of bathrooms and bedrooms, they really like to have a sense of place in each of the homes – there is no point creating the same look in New York as in St Moritz – the climate wouldn’t suit and the past times are completely different after all.

Francis Sultana’s drawing room in Albany

LUX: In 2018, you were appointed Ambassador of Culture for Malta; what is your cross-cultural vision for MICAS, Malta’s new museum space opening in 2024?
FS: When I was growing up I didn’t have anything in Malta to help educate me – I had to go to Paris and to London to learn. For MICAS we are really focused on creating an international space for art and design that will be for the Maltese people, not only in terms of the level of global exhibitions that can be hosted in a space that can truly accommodate large pieces of work, but also providing educational platforms for the young Maltese to learn and be inspired so they don’t have to leave their home country to achieve a career in the arts.

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LUX: How do you feel London will hold its own against the fast-evolving Paris art ecosystem?
FS: London is London and Paris is Paris. They are two very different places which both have their roles. London has always been about business. Paris has always been about desire. I think the cultural heart of London is still very much here and people love London and living here, so whilst Brexit caused shockwaves that still have consequences for us all, London will always have its place at the heart of many deals.

Find out more: francissultana.com

The entrance to the Corinthia Hotel in Westminster, London

Under the leadership of Alfred Pisani, Corinthia Hotels has grown from a single family-owned banquet hall in Malta to a global luxury brand with properties in 9 destinations and forthcoming openings in Dubai and Brussels. LUX speaks to the Maltese businessman about the challenges he’s faced, his guiding principles and the importance of creating a strong employee culture

Founder & Chairman of Corinthia Hotels, Alfred Pisani

LUX: You developed one of the first deluxe hotels in Malta on your family’s estate. Can you tell us about that story?
Alfred Pisani: It’s a long story but I’ll try and abbreviate. Basically, I was not planning to become a hotelier. My interests when I was at college were mathematics and science; a very logical style of thinking, which I think is very important to our life anyway. My father had just bought a beautiful, majestic villa with some 20,000 square metres of land and wasn’t quite sure whether we were going to live in it or he was going to do business in it. Unfortunately, he passed away four months later, and suddenly, together with my brothers, I had the responsibility of deciding what to do with this property. The place had not been lived in for a number of years and obviously deterioration had taken place, so our first step was to try and put that right. I went to the bank and got a loan, which my uncle supported me with in terms of security, and we first started using this magnificent hall for receptions and weddings, parties and so on.

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Then one day someone came along and said, ‘Why don’t you provide the catering as well?’ so we brought in an outside caterer to help us with that request. After that, we organised a proper kitchen, and then we opened our own restaurant. Two years down the line, there was a big drive from the government to give incentives to entrepreneurs, as the country was changing the economy from  one totally dependent on a naval and military base (as the English were pulling out), to one where we would have industry and tourism, to create a new economy. So I applied, and I went with my own drawing of a forty-room hotel to the appropriate ministry, but we were told we wouldn’t qualify unless we had a minimum 150 rooms.

The opening of Corinthia Palace in Malta, 1968

A few weeks later, I went back with an elongated hotel with 156 rooms. And the guy said to me, ‘So you have money for 40 rooms, but do you have room for 156?’ I said, ‘Well, no, but the bank does. They’re going to give us the money.’ He was amused, but I still went through the motions. I went to one bank, and then another, and then another, and eventually I found one large enough to handle the job. The same question was asked about our equity, and I told them the equity was the building, the ground and our effort. We got 100% funding, and this is something I’m still proud of today. That was unheard of then. But I assume the timing was part of the whole success; there was a tremendous push to bring in foreign currency and to create a new industry.

Then when I came to build the hotel, I found the local contractors were very busy and too expensive, so I decided I’d be the contractor. I actually employed people from the street – literally. And I’ve never built a hotel as fast as that. Never. Today I keep saying to everybody, ‘We do so many drawings that we’d have enough paper to build a hotel out of it.’ But obviously things have become very much more complicated with all the electronics and everything. It’s quite remarkable, though, what one can do when one is determined. I remember buying a second-hand mixer to do the concrete, and we would throw in the aggregate, the sand and the cement and I’d hold a pipe and I’d look it and say, ‘Hmm, yes, the consistency looks right, let’s pour.’

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You know, it’s remarkable with what you can do with nothing. We would work from 6 o’clock in the morning until about 11 o’clock at night, day in, day out, for around two years. And then we opened and it was successful. Again, there were coincidences that helped us along the road and we took the opportunities. Some decisions were very difficult to make in terms of bringing in new partners and going from one playing field to a more advanced one with new shareholders and new standards. And you have to remember that we didn’t have a home market. The banks couldn’t come aboard with us, because they just didn’t have the capital to do that. So, each time we went to an outside destination we’d have to talk to banks who didn’t know us. That didn’t make it easy. You really had to prove yourself. And you had to appoint new architects too. This was what I found most difficult. If you got your first step outside your island wrong, it would just knock you out. So you couldn’t afford to get it wrong. At that time, I didn’t think like that: I just went and went and went. I never had a doubt in my mind. I suppose that’s the beauty of youth, when you are full of enthusiasm and determination but you are limited in your expertise and experience: that combination worked well for us.

Ladies enjoying the pool at Corinthia Palace, Malta in 1968

We have always focused on trying to achieve the best. I don’t think in the early days we gave more importance to visibility as to the quality. I have a strong conviction that quality will win the day. You have to get every step right and then the results will be right. I had a natural tendency to focus on the details and trying to get everything right with the strong belief that that was ultimately what would produce the results I wanted. We don’t have a real measure. I used to say, ‘If I sow one hundred seeds, ninety-five will grow, because that’s part of nature.’ So as long as you move with the current of nature, the results are going to be further growth. There were these very strong principles from a very early stage, and I was constantly trying to share my beliefs and direction with everybody else.

LUX: What do you think sets the Corinthia apart?
Alfred Pisani: Well, today, after so many years of growing a hotel out of a very small country, we have brought another element into our consideration. Not only do we believe in ‘doing it right’ in order to generate a positive return, but we’ve gone one step further by saying we want to “uplift lives”. It will probably take a long time to appreciate what I’m trying to say; I didn’t think like this when I was younger, but it’s something people get to eventually. If you want a more productive outcome from your colleagues – I don’t like to call them employees – you must identify a sense of caring. If you share your knowledge, give a helping hand and show respect, this creates a more committed work force, where everybody is aligning the energy. It’s just like in a magnet: when you align all the atoms instead of having them in disarray, you create a magnet. Simply by infusing a sense of discipline and purpose, you can align everyone’s energies to think in the same direction. You create an energy where, like a magnet, though you can’t see it, you can sense it.

So, from being totally focused on wanting perfection, it has translated itself over the years into saying how can you make everyone within the family more successful as an individual? You must sleep well, eat well, socialise – work is just another aspect of this holistic responsibility. If you can get your engine to be firing correctly on all cylinders, you just get your efficiency a bit higher; you fine tune it. That’s what I think sets Corinthia apart. We have a very close interaction with our personnel. We call it the family. I truly say this with all sincerity: people who have come to the company, and even those who leave the company, will always remain Corinthians. They will always show respect. I say this with a lot of conviction and satisfaction.

A suite at the Corinthia Hotel in London

LUX: We’ve been discussing your properties in Malta – is that your biggest market?
Alfred Pisani: If we go back to when I opened my first hotel in 1968, at that time, with Malta still having a semi-colonial relationship with Britain, all we knew was the UK. We bought everything from the UK, right down to the smallest screw. Our tourism came from the UK, I would say 99%. There was no corporate business because there was no business. People came mainly in summer. Their stays would be long stays – one or two weeks – and it was all handled by tour operators, who distributed the brochures and displayed the hotel across the UK. They would come over in August and agree the rates for the following year. Everything was agreed a year in advance.

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Over the years the government and hoteliers realised that it was necessary to diversify for the future and effort was put into marketing it in Europe. And this has, over the years, mainly succeeded, because now we have visitors from all over. Possibly Britain is still number 1. I think it’s a healthy situation to arrive at. When we came to open in London, we knew what the story was. In the five-star business, you had the home market and the United States. So we made a big effort in the United States to win our share of the five star business coming to London, competing against all the other well-known brands, who have been there for a very long time. I think we did very well in penetrating the market in the space of two or three years.

The Pool at ESPA, Corinthia London

LUX: What’s the biggest challenge in investing in other countries?
Alfred Pisani: As I said earlier our bankers, our lawyers, our everything could not move with us. We had to look for destination  where their business had a similarity to us such as resort businesses, holiday businesses, and where it was not too expensive that we could not afford it. I couldn’t dream of coming to London or New York so to begin we built five hotels in Turkey and because I didn’t feel confident enough I looked for Turkish partner.

After 1990 when there was the dissolution of the Soviet Union, tremendous opportunities were available in Russia and all the Eastern European countries came by cheaply. Now, we were, I think, even ahead of the banks! We went into St Petersburg and Budapest and so on and they were good opportunities. We visited every single east European country that had now opened, but what I didn’t have, because I don’t think we were wise yet or we didn’t have the reputation yet, was funding and support from a consult team of banks and institutions which was somewhat of a handicap because the opportunities I met were tremendous.

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LUX: And you’ve got properties opening in Brussels and Dubai?
Alfred Pisani: We bought the property in Brussels so that belongs to us, but in Dubai we are purely in management. We will run our flag on one of the most beautiful hotels to be built in Dubai and it will be Corinthia, but we are not the owners. We have supported it in the designs – it will be stunning and it’s set to open in 2020.

In the meantime, we have been operating two other properties on behalf of the same company, the Meydan Group. They have the Meydan Hotel which has big horse racing track and all of the bedrooms overlook the track. It’s a very successful property and we have seen tremendous increase in the bottom line since we took over, together with another hotel which they own in the desert called Bab Al Shams. So, apart from investing in our own properties I think now we have a brand that is visible enough and that is providing good enough standards to also offer it to third party owners and hopefully expand our brand in many more hotels without necessarily putting in capital.

The restaurant at Corinthia London, headed by Michelin-starred chef Tom Kerridge

LUX: What’s the hardest lesson you’ve had to learn?
Alfred Pisani: I think the lesson I learnt was a confirmation of the conviction I already had to do everything properly and that by doing everything properly, you stood a much bigger chance of success, as opposed to taking shortcuts. We kept to this principal and we would never get involved with political parties in countries. What I realise today, which I didn’t realise at the time, is that I think we were right  in the way we negotiated and I don’t think I would change it if I had to do it all over again. My advice to those who are still starting is keep on the straight.

LUX: Do you see a difference in what younger and older travellers expect from luxury?
Alfred Pisani: Yes, there has been a change of expectations from the customers in terms of the hardware, for example, bathrooms. However, the basic ingredients that they look for haven’t changed. Are you welcomed with a smile that is genuine and not plastic? Do you truly, collectively, radiate an energy of positiveness, which makes the customer feel good even though he cannot put his finger on it? Those elements haven’t really changed that much. I don’t know whether in a number of years to come whether we will be interacting with one another in a deeper way by the development of our intellect, the telepathy, the ability to feel and sense each other in a stronger way with the support of electronics… That’s the future.

LUX: And what about the future of Corinthia Hotels?
Alfred Pisani: Growth. I am sure that the principles that we have worked with will be maintained and the new phrase that was created recently in our last general managers’ meeting in Brussels: “uplifting lives”. That phrases encompasses how we want to continue helping our colleagues to grow and become better people.

Discover Corinthia hotels: corinthia.com