Before founding MBM Chalets, Matthew Burnford never imagined himself within the world of hospitality. Yet he was surprised to find that managing a valet came so naturally, tapping straight into his military-grade attention to detail. Listening, empathy, steady decision-making, and attention to detail quickly proved just as valuable in the Swiss Alps as they had in his military career. What began as a temporary role ultimately revealed a long-term calling.
Those early lessons continue to define MBM today. Burnford has built a company centered on thoughtful service, and the small gestures that make guests feel at home. In this interview, he reflects on the journey that brought him from military life to the mountains and explains how those experiences shape his vision of modern alpine luxury.
You began your career as a British Army officer. What drew you from that world to the Swiss Alps and hospitality?
As a young man, after completing a short-service commission in the British Army, I took a short-term role with an iconic company called Ski Supertravel, a pioneer of the catered chalet holiday some 50 years ago. I was brought in to manage one of their flagship 40-bed chalets after the previous manager, though well-liked, struggled with the demands of the role. With a military background, I was seen as a quick and reliable pair of hands. Little did I know that this experience would shape my career for many years to come.
What was the biggest challenge in shifting from such a structured environment to the more people-driven world of luxury hospitality?
At the time, I had other long-term career plans, so the main challenge was simply deciding what to do next! In many ways, it felt like a natural fit—I could see that I had something to offer this industry. And, of course, the lure of the mountains made that decision an easy one. Perhaps it was inevitable that, after a career in crisis management, I would find my way back to the mountains and the world of hospitality some 30 years later.
What experiences or lessons from your time in the Army have most influenced the way you lead and run MBM Chalets today?
The Army instils the value of clear communication, empathy, discipline, and attention to detail—all qualities that translate directly to hospitality. Having commanded soldiers during an insurgency, I quickly realized that running a 40-bed chalet in Verbier called for many of the same skills; leadership, adaptability, and the ability to solve problems under pressure.
MBM was born out of your frustration with “cookie-cutter service.” What did you want to do differently when you set out to create your own company?
As children, our parents taught us the importance of doing a job properly. If it wasn’t done right, we’d go back and do it again—I can still hear my father saying it now! That principle has stayed with me.
As chalet owners ourselves, we became frustrated that management agencies seemed to work more for their own convenience than for us, the owners. My wife and I found ourselves managing the agent who was supposed to be managing our chalet! We soon realized we weren’t alone. It wasn’t just one agency, but a pattern across the board.
Every owner has different expectations for how their property should be cared for. We don’t just listen but we hear—we want to know what the owner wants. Guests, too, have every right to expect a certain standard. A spotless bathroom, a neatly made bed, fresh soft towels—these are not luxuries but essentials. Getting the basics right isn’t difficult; it should be instinctive, part of your DNA. Anyone who wants to work with us is told plainly; if you don’t have the hospitality gene, you shouldn’t be in hospitality!
The name “Mont Beau Ménage,” meaning “beautifully run home,” is central to your philosophy. How does that idea come to life in the guest experience?
MBM serves two masters: our property owners, and when they choose to let their properties, the guests who stay in them. We take great care to ensure guests understand that they are not simply staying in a chalet, like a uniform hotel room, but in a home that reflects the owner’s individuality, values, and sense of place. We prefer the word housekeeping because it conveys more than just cleaning; it means caring for a home, looking after it, and making it ready to be lived in. We want, as do our owners, for our guests to feel at home from the moment they arrive. That might mean fresh-cut flowers on the table, chocolates for the children, or luxurious bath products such as Bamford organic amenities. We don’t believe in flashy pretence, just old-fashioned values delivered in a modern world.
You’ve described your approach as combining Swiss precision with traditional hospitality. How do you balance efficiency with warmth and personal connection?
We live in a world of constant “click, click, click”. Reservations today are often handled by faceless bots or a generic “Team,” with little sense of real human connection. We prefer something different at MBM. From the moment a prospective guest reaches out, we engage with them personally. In most cases, we respond almost immediately, and that matters for two reasons. First, it shows that we’re listening and that their inquiry is important to us. Second, it simply makes good business sense; a delayed reply can easily mean a lost booking.
People connect with people who communicate well, listen, and show empathy. We aim to build genuine relationships with our prospective guests—relationships that inspire confidence and make them far more likely to book with us. Let’s be honest, this isn’t rocket science. Personal service used to be the norm, but in today’s fast-paced, digital world, it’s often forgotten. Efficiency and great service are not opposites; in fact, good service is the foundation of an efficient business.
When our guests arrive, we greet them warmly with a smile and genuine enthusiasm. We’ve been looking forward to their arrival, and they can feel that. Some guests need a little more attention, others less, and that’s perfectly natural. What matters is that every guest feels truly welcome–because they are.
It’s surprising how often we hear comments like, “We’ll never book with so-and-so again,” or “So-and-so just didn’t care.” It leaves us dumbfounded, what a missed opportunity. Caring about your guests isn’t difficult; it’s simply the right thing to do.
How do you define great hospitality, and what do you think most luxury brands still get wrong about it?
The word ‘luxury’ is, unfortunately, greatly overused today, it seems to appear everywhere. True luxury is about quality, rarity or experience. These things can be expensive, but they don’t have to be. Luxury isn’t a label we attach to justify higher prices; it’s an adjective that describes the kind of experience we offer our guests.
For us, luxury is woven into everything we do and it reflects our values, our attention to detail, and the way we care for our guests. It’s what sets us apart from the ordinary and defines what genuine hospitality means to us.
You lead a team that handles everything from operations to concierge services. What kind of culture have you tried to build within MBM?
This isn’t a difficult question to answer. We simply try to lead and treat our team the way we’d want to be treated ourselves. Our culture at MBM is based on respect, professionalism, and genuine care, both for our guests and for each other.
Our team members are client-facing and chosen for their emotional intelligence. The best hospitality professionals have a natural instinct which we like to call the ‘hospitality gene’. They know what to do, how to do it, and when to do it, without needing to be told. That instinct can’t be taught, and if someone doesn’t have it, they’re probably not the right fit for this industry or for us.
At MBM, we value people who are warm, capable, and proactive, those who take pride in delivering an exceptional experience every time. That’s the culture we’ve built and continue to nurture.
As you grow and expand into new markets, how do you maintain that same level of personal attention for both owners and guests?
We’re in this business to be successful, but also because we genuinely enjoy what we do. Our growth has been entirely organic, driven by property owners approaching us and by loyal guests returning year after year. We’ve never grown through acquisition or external investment, and that’s intentional. Once investors become involved, the focus often shifts toward revenue and profit targets, which can easily come at the expense of genuine service.
We believe in steady, sustainable growth as it allows us to refine what we do, continue to learn and ensure we never compromise on quality. Our reputation and experience are what drive new opportunities, and that’s the kind of growth we value the most.
We’re also very mindful of maintaining our standards. We’ve even turned away properties that don’t align with our brand or service philosophy. It’s not about being the biggest; it’s about being the best at what we do. Our approach may not be as “shiny” or fast-moving as others, but it delivers what truly matters—stability, integrity, and consistent quality for both our owners and our guests.
What are today’s travellers looking for when they come to the Alps, and how have their expectations changed in recent years?
Today’s travellers are more discerning and sophisticated than in previous decades. They know what they want and appreciate a service that listens and adapts. They don’t want to be subscribed to a formula or offered a ‘one size fits all’ experience. They value freedom, choice, and authenticity. Our tailored approach allows us to deliver that shaping each stay around what matters most to them.
From the very beginning, we made a conscious decision not to offer all-inclusive, fully staffed packages with in-house chefs. Instead, we give our guests flexibility. One evening might be a private chef preparing a gourmet meal, the next could be dinner in a local restaurant, or perhaps a simple bowl of pasta in front of the fire. Through our trusted concierge partners, we can curate every aspect of a stay to suit each guest’s preferences—bespoke, never prescriptive.
You’ve talked about making logistics “invisible.” What does that mean in practice for your guests?
When we talk about making logistics “invisible,” we mean that guests should never have to think about the mechanics behind their stay, only about enjoying it.
As a business, our focus is always on service and guest experience. Behind the scenes, we use smart systems and efficient processes to manage the operational details seamlessly. For example, our property management software prevents double bookings, while our logistics tracking ensures the right linens and supplies are always in the right place at the right time.
We like to think of ourselves as the serene swan gliding across the lake—calm and graceful on the surface, with plenty of purposeful movement happening beneath the water. Guests don’t see the busy work behind the scenes; what they experience is everything running smoothly, effortlessly, and exactly as it should.
How do you see Alpine hospitality evolving over the next decade, and where do you think smaller independent operators like MBM fit into that future?
The casual approach we see so often in hospitality today will inevitably come to an end. Guests are increasingly discerning, and hospitality businesses that fail to recognise and respond to that will simply disappear. A boutique, flexible approach will always hold greater appeal.
Work and leisure habits are evolving. Many people now travel to work remotely, or blend work and holiday seamlessly. Independent operators must remain nimble and adaptable to meet these changing expectations.
Seasonality is another key factor. With climate change bringing forty-degree heat to airless beaches, travelers are rethinking where they spend their summers. The Alps are emerging as a perfect alternative—offering stunning scenery, comfortable temperatures, and endless opportunities for activity and relaxation. It’s a destination that delivers the best of both worlds, and its appeal continues to grow.
When you think about the legacy you want MBM to leave, what do you hope people will remember most about your approach to service and leadership?
It would be gratifying to think that, in time, people might look back on MBM as they do on ‘Ski Supertravel’—the innovator and pioneer who transformed the catered chalet holiday concept some fifty years ago. They elevated the ski experience from something basic and functional to something far more comfortable, refined, and hotel-like.
In our own way, we’re responding to new and evolving markets—ones with different expectations, higher standards, and a desire for flexibility. Our goal is to stay ahead of these shifts, to anticipate change rather than react to it, and to continue shaping what modern Alpine hospitality means.
Here at Worth, our motto is “worth beyond wealth.” What does that phrase mean to you personally and professionally?
Personally, it speaks to the idea that true value isn’t measured in financial terms but in character, integrity, and how you treat people. In the British Army, wealth no longer has anything to do with status—what matters is trust, teamwork and doing the right thing. These are enduring principles. Professionally, it’s a reminder that hospitality is about far more than delivering a premium product. Anyone can build a nice chalet but at its core it’s just a building; what truly differentiates it are the people who run it and the level of service they provide—that is what creates genuine value.
At MBM, worth beyond wealth means looking after someone’s home as if it were our own, responding to guests with warmth and immediacy, and never taking shortcuts simply because they’re convenient. It means putting pride into the basics—a properly made bed, a meticulously kept home, a sincere welcome at the door—because those “small” things create the greatest impact.
