AN INTERVIEW WITH LORNE BASSEL

Thirteen years ago, people told Lorne Bassel – now Executive VP of Intrawest Placemaking – that Tremblant simply didn't stand a chance. "At that time, most people told Intrawest we were crazy, that this is not Whistler, and you're not going to be successful," Bassel reveals. Back in 1993, when Intrawest announced Tremblant's original master plan for the resort, there were many skeptical voices. "What was exciting then was that we were playing offence while the rest of the economy – as a result of the recession and the real estate crisis of the early '90s – was playing defence," says Bassel, who began his tenure with Intrawest as Tremblant's Director of Commercial Development and was initially responsible for creating the commercial and residential planning of the village. "Gradually, people realized that what we said we were going to do, we did."

A CHILD IS BORN

Right from the beginning, Intrawest had faith in its long-term vision for the growth of services, amenities and places to lay your head at Tremblant. "Tremblant was born out of people's passions, working with what was already there – the mountain, the lake, the resort's rich heritage, the culture – and making it better. At that time, we were ahead of the curve, young, innovative, naïve and all heart." Building began, and some of the places that make Tremblant what it is today came into being. Imagine, if you can, a Tremblant without La Place St-Bernard, Le P'tit Caribou or Le Shack. "It's amazing," Bassel says fondly, "to see people enjoying themselves as if those spaces were always there."

FORGING A PATH

Today, as was the case all those years ago, the opportunities for Tremblant's future are many, and ones that can't be easily overlooked. "If you're not continuously maturing the resort and evolving, you're stagnating," Bassel warns. "Intrawest has taken the time to stop and understand where people are going. We have established what was needed for Tremblant to remain competitive as an internationally renowned, four-season destination now, and many years from now." Given Canada's favourable economy and Tremblant's proximity to worldwide destinations via Montreal's nearby airport, and Mont Tremblant International Airport, the resort is now more accessible than ever to international travellers. "Already, we're seeing substantial growth from foreign markets…and we want more," says Bassel.

TEENAGE MOXIE

Creating a resort for the future involves more than a passing glance at past successes. "We couldn't have done this all alone. Over the last 13 years, many partners have shared the vision for Tremblant and they understand that we're going to have to be as courageous in the future as we were in the past. We're going to forge ahead and be as bold, passionate, whimsical and sensitive as we were 13 years ago," he says. Bassel uses the analogy of the resort being similar to a 12-year-old child that has the ability to mature before your very eyes. "So you have a choice: you can leave him be, or help him evolve beyond what he has ever known," he says. Current plans to take Tremblant to the next level include a large multi-functional centre with the capacity to host conventions, meetings and a variety of other events, as well as internationally recognized hotel chains in the village at Versant Soleil.

INVALUABLE EVOLUTION

As with all advancement, progress comes at a price. "The reality is that Intrawest will have to sink tens of millions of dollars before we see a penny out, so we're not going about this lightly," he advises. That said, Intrawest's interest in nurturing Tremblant moves well beyond dollars and cents. One of the resort's most passionate advocates, Bassel is committed to encouraging its growth and fostering future triumphs, focusing earnestly on the people who made Tremblant what it is today. "The evolution is about creating a sustainable resort community independent of Intrawest, in harmony and partnership with the region. The investment is in infrastructure, amenities and the most precious resource on the mountain: people," Bassel reveals.

SHIFTING INTO FIFTH GEAR

Is now the right time to look to bigger and better things? "Yes. Tremblant is ready. At the beginning, we were going from 0 to 100 km/hr. Now, we're going from 100 to 300 km/hr," Bassel says. By gaining the momentum of travelling at this heightened velocity, Tremblant is paving the way for more intelligent, well thought-out development to suit present and future needs. "Tremblant's organic growth has been planned since day one. The difference is that now, we have the ability to build the icons that we couldn't do with a start-up," he explains. According to Bassel, in Tremblant's future, we can expect to see a focus on quality, restoration, learning, health and wellness, along with more education and employment opportunities in the region.

WHEN MORE REALLY IS MORE

Lorne Bassel is currently heading up Intrawest's developments across Eastern North America and in Europe. So why continue to grow Tremblant? "I have a history here, and Tremblant is our baby," Bassel says. "We're taking the resort to the next chapter of the Tremblant story, but we've asked ourselves, as fundamentally as you have to ask yourself in life, one important question: 'is more better?'"

When it comes to growing Tremblant, the answer that echoes clearly throughout the mountain is a resounding yes.