1. Looking back on your international journey, what have you learned about how hospitality organisations build and evolve their people structures across different markets?
What I have learned is that there is not one way to build and evolve structures across different market. There are many factors that influence how you should build your company to scale – culture, business models, geography, brands, systems and technology all have to be taken into consideration.
2. In a rapidly expanding group like Minor Hotels, how do you maintain a consistent cultural identity while still empowering local leadership teams to operate effectively?
Rapid expansion is part of our culture – it’s a part of our entrepreneurial drive. In addition, it’s important to identify what are the elements of culture that you want to carry through and what are the areas where you are happy to allow space and difference. This should be done deliberately and the commonalities agreed intentionally – if not, the business will decide them anyway and they may not result in the culture you wanted.
3. Looking at the hospitality industry today, what are the biggest misconceptions companies still have about building strong organisational cultures?
Organisational cultures are driven by people. If you want to build a strong culture you need strong people who believe in it. The decisions you make from the top down, the policies you implement, the things you incentivize and the people you hire significantly contribute to this.
4. In a market where talent has become increasingly selective, what truly makes a luxury hospitality employer attractive today?
Treating people with respect and dignity. Allowing people to grow and recognizing achievements. Doing what you say you are going to do. Simple! 😊
5. What cultural assumptions have challenged you the most throughout your international career, and how have they shaped your approach to leadership?
I have been blessed to work in several different countries with vastly different cultures. I have always found that if you approach cultures with a blend of curiosity and humility and you treat people as individuals, then your leadership will work. A mistake is to make too much of an assumption that people will think and behave in the same way because of culture – they don’t and it’s important not to assume too much.
6. As hospitality businesses grow and become more complex, how can HR leaders protect the human side of the organisation while still supporting strong commercial performance?
Our business will always be people first, service driven and creative. Tech and AI can help us but we have to make sure that we keep things in their right place. At hotel level we need to focus on serving customers, maintaining our assets, ensuring safety, making memories. Above hotel level, in regional and corporate offices, there is likely to be more transformation as tech allows us to automate some of the commercial, procurement, finance and HR transactions and reporting.
7. Looking ahead, what qualities will define the most effective leaders in global hospitality organisations over the next decade?
I don’t think there is a single answer to this. Effective leadership can look so different depending on the circumstances but, in general, a high level of self-awareness and adaptability will usually be a hallmark of leaders who are effective over time and over multiple scenarios.
8. If you were advising someone starting a career in hospitality HR today, what would you tell them is essential for building a long-term international path?
Be a hotelier first. Love the business, understand the business, know what the people working in various roles in the company do and how they contribute. Be curious about the operations, the money-making model, the strategy of the brand and company. Once you have this, you can design and deliver HR strategy and services so much more effectively.
