Elevating Guest Experience Through People-First Leadership in Bespoke Hospitality

Driving Engagement and Employee Well-Being

Having the ability to drive engagement in highperformance teams has been pivotal in my development as a leader within this industry. From being certified by AAA and Forbes as a five-star property both in Beverly Hills and Miami, to significantly increasing internal employee satisfaction scores, I have always been a firm believer that a happy employee will ultimately drive results to the bottom line while creating that magic we seek for in every guest interaction.

Empathy is essential. Communicating in a way that resonates with them, both culturally and personally, has been paramount in creating an unparalleled level of trust and support. Listening to the teams, ensuring that you provide them with the right tools they need to succeed, and having fun along the way. Celebrating victories is important, but so is the regular day-today communication to ensure you keep a pulse on what is going on at the property level with your team members and with your guests. These employee strategies ultimately manifest in seamless, personalized guest experiences that define our brand.

Adaptability, Growth, and Resilience in Leadership

You need to be reasonable. Employee well-being must be the driving force. The rest will fall into place. An employee that respects you (because you respect them, too) will be there for you and the guest 100 percent of the time. Failure to do so will only create resentment and disengagement, both deadly qualities in a team when it comes to creating memorable experiences for our guests. There will be times when we will all be giving it 110 percent during the busy season, and we need to be thankful for them for going that extra mile but also remain vocal about it. Never take for granted an employee giving it their all! Their commitment is something precious to preserve.

I have never been a fan of formal meetings as I always made it a point of being available when approached. In contrast, I prefer being able to have brief but meaningful daily conversations either oneon-one or with a small group of team members. These encounters usually give me the idea of what is challenging my teams. Most of the time, they have great ideas, and other times we craft a plan together or with their department heads. It is crucial to follow up after implementation to ensure closing the loop and that the employee feels not only heard but that they are contributing to something bigger on their end by shaping our guest experience.

Our industry is constantly changing, along with the world and our workforce. The pace of evolution in our industry is relentless and requires constant adaptation. If you don’t do so, you will not succeed. A team that is learning, adapting, and energized will naturally radiate the kind of warmth and engagement that defines luxury hospitality. If you don’t stay ahead of the game, you won’t separate yourself from the rest. I always keep an open mind and eager spirit. I love to see how technology and AI have been shaping most of our daily tasks.

Start small, learn, stay humble. There are so many leaders in this industry doing the right thing in their fields who can mentor you and provide guidance. Be mindful, though, and learn from personal mistakes, as well as others. Successes come hand in hand with failures. It is important to be intentional about your growth and never stop refining your craft. And never underestimate the power of presentation: looking sharp and professional reflects your commitment to excellence. The rest comes with effort, consistency, and a clear sense of purpose. In luxury hospitality, success is not built overnight—it’s the sum of small, intentional actions taken consistently over time. Leadership in this space requires resilience, adaptability, and an unwavering commitment to people—both guests and team members. I consider it a privilege to contribute to an environment and brand like Sonesta where genuine care, excellence, and innovation meet every single day.