Not having enough staff to show off the hotel to all those who want a look around; too busy to take any more bookings; having to get a photographer in because of all the glossy magazines wanting to mention the hotel. If these are your problems, who needs plain sailing?
Lawrence Huggler, naturally, is "very pleased". The Club Hotel & Spa has now been open to the public for four weeks and could already be running at full occupancy. "In our second week, which was the bank holiday," says Huggler, "we could have been booked twice over."
However Huggler is adopting a sensible approach. Rather than fill every room he's been building up occupancy each week. The first two weeks were kept at 60% and now, a month in, he's keeping four rooms back, which represents about 10% of total occupancy.
"It's crucial we keep the service standards up," explains Huggler. "If someone arrives and something goes wrong in their room we have to have somewhere to move them. It can be the make or break of the hotel's reputation."
His logic has already been proved right. One couple arrived for a stay with their young son - but a problem developed in the room. Fortunately other rooms were free, and with lots of attention and good service, the couple were kept happy. "By the end of it the son didn't want to leave and they wrote us a letter to say how much they'd enjoyed themselves," says Huggler.
There have been a few other teething problems. Some of the lifts have developed a habit of staying open on the ground floor and then not budging, while the service lift has stopped altogether. This means supplies between the hotel's two kitchens need to be ferried up and down stairs. "At least no one's got stuck in one," he laughs.
Huggler's solution to that problem - and the extractor fan, which has stopped working in the Club restaurant's new kitchen - is a no-nonsense approach. "It's difficult because we're on an island and so it's often hard to get contractors to fly over," he says. "But once they're here we don't let them leave until it's fixed!"
In truth Huggler isn't panicked by any of these setbacks: "We're still evolving," he says. "You can't test some things until the hotel is open."
This was the case with the drinks area at breakfast, which Huggler admits is not turning out coffees and freshly squeezed orange juice quickly enough. "We underestimated the workload," he says. The answer may be to introduce both another coffee machine and orange juicer, or to juice the oranges earlier in the morning.
Next month sees the official opening party. Huggler hasn't geared up for a full-frontal PR marketing assault just yet, but national papers and glossy travel magazines have already sent or plan to send journalists. He's also using the party as a further way to get potential customers from the island "to come in and see what we're doing". He's teamed up with a Jersey jewellery company and a wine supplier who'll use the party to launch a new Champagne. "We want their type of people with high disposable incomes. But we couldn't afford to buy these companies' databases," says Huggler, "so I knew it would be a good idea for all three of us to have a party together."
Huggler admits September is a very strong month for Jersey, and says the real test will come in October and November. "I haven't had time to sit down and analyse our performance - it's just been too busy," he says. "But that's a good problem to have."
The story so far
The Club Hotel & Spa opened to the public on 21 August. I was the culmination of a two-year project to turn a 1970s office block into a 54-bedroom luxury boutique hotel and owner Lawrence Huggler's even longer-held mission to change the perception of what the hotel scene in Jersey is like.
Huggler's family already owned the site's freehold, through their St Helier printing business, the Huggler Group. The total cost of the project was £7m, which included the opening of Bohemia, the hotel's fine-dining restaurant. Earlier this year Bohemia became the island's only restaurant to hold a Michelin star.
Looking ahead, Huggler hopes the hotel will record a gross operating profit of between £750,000 and £850,000. And on the early evidence, things are going well.
Adopted business
Caterer has "adopted" four hospitality businesses, which will be visited in rotation every four weeks. There are: the Cube & Star, Hoxton Square, London; the Club Hotel & Spa, St Helier, Jersey; the White Lion, Stoke; and the Mason's Arms in north Devon