With over 25 years of experience across Europe, the United States, and the Middle East, Jeroen embodies a style of leadership that is both quietly powerful and profoundly human. He believes in taking the time to understand every role, in listening more than speaking, and in creating environments where people feel empowered to be their best selves and accountable to something greater.
In this conversation, he reflects on the lessons learned across cultures, the invisible strength of empathy, and why true excellence in luxury hospitality is never just about leading from the front, it’s about leading from within.
Let’s start at the very beginning of your journey: what was your very first encounter with hospitality like? And what made you decide to never leave this industry?
My journey into hospitality began in the most hands-on way, washing dishes at the age of twelve in my parents’ restaurant. I truly grew up in the business, surrounded by the rhythm of service, the buzz of the kitchen, and creating memorable experiences for guests. At the same time, I was fortunate to travel often with my family as a child, and I became fascinated with hotels; their elegance, their energy and the way they brought people and cultures together.
From a young age, I knew the world was my oyster and I dreamed of working abroad. Hospitality was the path that made that dream a reality. It’s a career that has given me a global perspective, incredible opportunities, and above all, the chance to inspire and be inspired every single day. That’s why I’ve never looked back.
You began your career in Brussels, a context very different from those you later experienced in Chicago or Dubai. How was your initial role as Reservations/Front Desk Supervisor a pivotal moment for your career path?
Every career needs a strong foundation and mine was built by truly understanding every layer of hotel operations from the ground up. My very first internship was as a night auditor in Paris, and along the way, I cleaned rooms, served food, checked in guests, and even assisted the engineering team. I began my formal career in Brussels as a Front Desk Agent and was soon promoted to Supervisor, which gave me vital exposure to the heart of guest-facing operations.
While there may not have been a single specific moment, what shaped me most was never rushing the journey. I took time to appreciate each role, to learn and to understand the challenges our Ladies and Gentlemen face every day. That experience instilled in me a deep respect for every position in the hotel and it's something I carry with me to this day. In an era where career growth can be fast-tracked, I believe it’s those foundational years that give you the strength and clarity to lead with empathy, resilience and authenticity.
You have explored cultural and professional environments that are as rich as they are diverse. What are the main differences you have noticed in management styles between Europe, the United States, and the Middle East? How did you adapt to each of these environments?
While each region has its own cultural nuances, I’ve found that the fundamentals of great leadership remain universal. Listen to your team. Create a space where feedback, both positive and constructive is welcomed. Be kind, be empathetic, and lead with trust. Embrace differences, empower your people, and never shy away from being vulnerable as a leader. That’s what builds strong, connected teams.
In Europe, I was still learning, I was being led rather than leading, and it gave me invaluable insight into how great leadership feels. In the United States, the approach was very results-driven, focused on productivity, efficiency, and the bottom line. While that taught me the importance of business acumen, I also saw how essential it is to never lose sight of what truly drives results: happy, motivated teams who, in turn, deliver exceptional guest experiences.
In the Middle East, especially here at The Ritz-Carlton, Dubai, I’ve been able to integrate those lessons, combining structure and performance with heart, empathy, and cultural sensitivity. It’s about creating a workplace where people feel seen, heard, and inspired to grow.
Today, as the leader of the Ritz-Carlton Dubai, you manage a multicultural team with members from all over the world. What is your secret to building a strong team spirit and a shared culture of excellence despite this diversity?
At The Ritz-Carlton, Dubai, leading a multicultural team of Ladies and Gentlemen means embracing our differences while uniting under one shared purpose: our Gold Standards. These values aren’t just words; they guide how we lead, serve and grow together.
By empowering our Ladies and Gentlemen, recognizing their unique strengths, we create not just a culture of excellence, but a culture where everyone feels they belong.
Living and working at the heart of such diverse cultures is an invaluable richness. In your opinion, which aspect of these intercultural experiences has most influenced your way of being and managing?
What I’ve learned from living and working across so many cultures is that, deep down, people are more alike than different. No matter where you come from, everyone wants to feel heard, valued and respected. They want to know their work matters, that they’re contributing to something bigger, and yes have a lot of fun along the way.
What’s shaped my management style most is realizing that respect isn’t automatic because of a title, it’s something you earn by showing up consistently, listening and not being afraid to roll up your sleeves. It’s about creating an environment where people feel safe to be themselves, but also held accountable. That balance is everything.
Having worked for over 25 years in luxury hospitality, your vision of leadership has naturally evolved. What, according to you, defines a good leader today?
Listen. Not just to words, but to what’s not being said. That’s where real leadership starts today. It’s no longer about being the smartest person in the room; it’s about creating space for others to shine, to fail, to grow.
A good leader knows how to read the room, adapt, and stay human. You set standards, yes, but you also make people feel safe, inspired and part of something meaningful. For me, it’s about balancing clarity with compassion, and never forgetting that people build the business, not just processes.
And to finish on a personal note, if you were...
- A destination: The Ritz-Carlton, Dubai or Iceland
- A work of art: I am Dutch, so if I were a piece of art, I would probably be a Van Gogh Starry Night, maybe. Calm on the outside and always with purpose.
- A moment of the day: Early morning, when the world is still asleep and you can fully focus on yourself, your mental clarity and physical well-being.
