< Previous20 / HOTELIERMIDDLEEAST.COM / APRIL 2024 Leaders in luxury RAFFLES DOHA General manager: Bernd Knaier “Luxury hospitality means providing guests with personalised experiences and intuitive service that exceed their expectations at every touchpoint. It involves creating an environment where guests feel welcomed, at home, comfortable, and elegant, with personalised attention to every detail. This includes the design of physical spaces, quality of amenities, and expertise of staff. However, luxury hospitality goes beyond this; it’s about fostering genuine connections, creating lasting memories, and impressions that last well beyond guests’ stay. “At Raffles, we have a saying: ‘you arrive as guests, leave as friends, and return as family’, which I think truly captures the essence of our brand. “Raffles Doha embodies the ultimate level of luxury hospitality and we are proud to also represent the best of Qatari culture, warmth, kindness, and generosity.” RAFFLES AL AREEN PALACE BAHRAIN General manager: Marie Chapoton “I believe in providing luxury hospitality through personalised service, including butler assistance and tailored experiences, ensuring each guest’s preferences are met with complete privacy. The hotel stands out as an epitome of opulence, where traditional Middle Eastern design seamlessly blends with contemporary elegance. “Luxury hospitality aims to provide a memorable and extraordinary stay, where guests are pampered and immersed in a world of refined elegance and sophistication. Nestled within lush botanical gardens, the serene desert paradise offers an exclusive all-villa retreat, allowing guests to indulge in the utmost tranquillity. With a dedicated team of highly trained butlers, guests are treated as VIPs, enjoying bespoke attention and assistance throughout their stay. Arranging exclusive dining experiences or spa treatments.” RAFFLES MAKKAH PALACE General manager: Edoardo Giuntoli “The nurturing of hotel staff, through training, motivation, respect, and empowerment, is fundamental. This approach equips the team to consistently deliver superior service, enriched with creativity and flexibility, essential for creating distinctive and memorable experiences for our guests. Reflecting on the insight provided by Orson Wells, my philosophy underlines that luxury hospitality transcends merely satisfying guests’ expectations, venturing into the realm of delivering experiences beyond their imagination, thus redefining the essence of luxury in hospitality. it is deeply rooted in a meticulous focus on detail, unwavering commitment to the highest hospitality standards, and an in-depth understanding of guests. This combination enables the provision of highly personalised experiences throughout a guest’s stay.” 20 /HOTELIERMIDDLEEASTCOM/ APRIL2024APRIL 2024 / HOTELIERMIDDLEEAST.COM / 21 Leaders in luxury RITZ-CARLTON, ABU DHABI, GRAND CANAL General manager: Christian Hoehn “Luxury hospitality transcends the provision of opulent accommodations and exceptional service. It’s about crafting unforgettable experiences that cater to the individual desires of each guest. This involves intuitive anticipation of needs, personalized touches, and the creation of a memorable emotional connection. “From what we have built here as a team, The Ritz-Carlton Abu Dhabi, Grand Canal distinguishes itself through its unwavering commitment to the legendary service standards synonymous with the brand. Our dedicated ladies and gentlemen are empowered to go the extra mile in exceeding guest expectations and ensuring every interaction embodies genuine care and thoughtful attention. “Beyond service excellence, we offer a unique blend of grandeur and cultural immersion.” RITZ-CARLTON BAHRAIN General manager: Bernard De Villele “Luxury hospitality is providing exceptional service, premium amenities, and personalised experiences to guests. This includes providing luxurious accommodations, world-class dining options, exclusive facilities and services, and attention to detail in every aspect of a guest’s stay. “I am proud to say that The Ritz-Carlton, Bahrain is committed to providing all of these elements, and has been for the past few decades and beyond. The legendary service that our brand is known for, embodies a personalised experience that exceeds expectations. “From the moment the guest arrives until they depart, luxury hospitality should evoke a sense of exclusivity, comfort, and satisfaction. In essence, luxury is creating exceptional and unforgettable experiences that exceed the expectations of guests, making their stay truly indulgent and memorable.” SHANGRI LA JEDDAH General manager: Alexander Blair “At Shangri La Jeddah, we believe in curating each guest’s stay down to the minutest detail. From customising room preferences to arranging bespoke local experiences, we ensure that every guest feels uniquely attended to. We cater to discerning guests who seek more than just a hotel stay—they seek a retreat reserved for the privileged few. “Our colleagues are our most invaluable asset. Their passion, dedication, and genuine care transform every interaction into a cherished memory, ensuring seamless experiences for our guests. We strive to offer immersive experiences that resonate with our guests’ desire for authenticity. Whether it’s through curated local excursions, cultural workshops, or interactions with local artisans, we aim to connect our guests with the rich heritage and vibrant culture of Jeddah.”22 / HOTELIERMIDDLEEAST.COM / APRIL 2024 Leaders in luxury SIX SENSES ZIGHY BAY General manager: Diletta Guarino “I believe that a true luxury experience is about bringing you back to what really matters. At Six Senses Zighy Bay, we redefine luxury by inviting guests to experience something out of time and place, providing opportunities to disconnect and reconnect with themselves, other people, and the world around them, through an authentic and sustainable journey that encompasses individual wellbeing. “Drawing inspiration from the charm of a traditional Omani village, our resort offers a variety of villas, villa suites, and beachfront retreats, each with its own private pool. From above, the property seamlessly blends into its surroundings, showcasing our deep respect for nature. “Just walking around the resort is an experience on its own: the soothing music of nature during the day and the starry sky to contemplate at night, Zighy Bay is extraordinarily special. The deep connections we have nurtured over the years are the essence of what transforms a stay into memories to cherish.” SIX SENSES SOUTHERN DUNES, THE RED SEA General manager: Fredrik Blomqvist “Luxury hospitality, to me, goes beyond lavish surroundings, exceptional products and opulent amenities. It is an unwavering commitment to personalised service, anticipating every guest’s needs, create dynamic and very attentive teams while delivering unforgettable experiences. What truly sets Six Senses Southern Dunes, The Red Sea apart is our sincere dedication to out of the ordinary, sustainability and wellness approach. “Allowing everyone to showcase their genuine craftsmanship, attention to detail, and the genuine warmth of our team. We believe that luxury is not just a material indulgence; it is the art of creating moments that touch the hearts and souls of our guests, leaving a lasting impression that transcends their stay. “We take pride in our ability to curate bespoke experiences, crafting each interaction with care and thoughtfulness. It is this relentless pursuit of excellence and genuine care for our guests that truly defines our resort as a beacon of exceptional luxury hospitality.” SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA General manager: Mehdi Hanayen “My belief is that luxury hospitality is about providing a level of service that goes beyond the norm, creating a memorable experience that leaves guests feeling pampered and valued. It involves personalised interactions, attention to detail, and anticipating guests’ needs, all while creating unique and memorable experiences that set luxury accommodations apart. “Sofitel Bahrain stands out as a remarkable destination for several reasons. Firstly, its secluded location creates an exceptional haven away from the bustling city, providing a peaceful retreat for couples and families. The hotel’s stunning beach, considered as one of the most natural and pristine in the country, but what truly sets Sofitel Bahrain apart is its extraordinary team, creating experiences that guests will cherish for a lifetime.” 22 /HOTELIERMIDDLEEASTCOM/ APRIL2024APRIL 2024 / HOTELIERMIDDLEEAST.COM / 23 Leaders in luxury THE LANA, DORCHESTER COLLECTION General manager: Richard Alexander “In today’s travel industry, luxury can encompass a spectrum of meanings, from opulence and exclusivity to bespoke services and out-of-the-ordinary experiences. At The Lana we embrace a notion of luxury that veers away from the bling and ostentation, instead focusing on a discreet yet sophisticated approach to service and guests’ experiences, aligning with Dorchester Collection’s values. “With The Lana being the Dorchester’s first Middle Eastern property, the group has brought its global sensibility, as well as a legacy of remarkable guests who appreciate elegance over opulence, singularity over formula, and seek a way of life united in shared values. It’s because of this, that we’ve designed The Lana to be an urban retreat for both international travellers and local guests, catering to their diverse cultural backgrounds. “Surrounded by the exquisite design envisioned by acclaimed Parisian duo Gilles & Boissier, a cosmopolitan adventure awaits at The Lana’s eight restaurants, four of which have been developed in collaboration with Michelin-starred chefs. “Guests will also appreciate our proximity to some of the city’s landmarks, including the Burj Khalifa, Downtown Dubai and Dubai Opera, which are all just a short drive away. For those seeking serenity away from the bustle of the city, ultimate relaxation awaits at our Dior Spa The Lana, the first of its kind in the UAE, set to open in April. “It is the diversity and extreme personalisation of our services that distinguish The Lana. From the moment guests step into their rooms, they’ll find every detail meticulously considered. From the inclusion of Dyson hairdryers to watch winders, and bed linens custom-made by Frette and mattresses supplied by Vispring (a preferred provider to Buckingham Palace), we ensure that every aspect of their stay exceeds expectations. Each team member takes great pride in pampering our guests WALDORF ASTORIA DOHA WEST BAY General manager: Andreas Jersabeck, “I envision luxury hospitality as an artful blend of opulence, personalised service and an unwavering commitment to exceeding guest expectations. As we demonstrate at Waldorf Astoria Doha West Bay, it is synonymous with creating an enchanting and exclusive experience where every guest feels not just accommodated, but truly cherished. This entails meticulous attention to detail, anticipating the needs of each guest, and curating an atmosphere of refined elegance that reflects the iconic Waldorf Astoria legacy. “Waldorf Astoria Doha West Bay distinguishes itself through the seamless integration of the three pillars – a refined haven, unforgettable experiences, and sincerely elegant services – all of which are inspired by the timeless and original Waldorf Astoria New York. We strive to recreate the essence of the iconic New York property while embracing the cultural richness and modernity of Doha. This replication serves as a testament to the hotel’s commitment to preserving the heritage and traditions of the brand. Waldorf Astoria Doha West Bay provides an unparalleled stay that captures the spirit of the original, making it a unique and sought-after destination for those seeking an extraordinary blend of tradition and modern luxury in the heart of Doha.” and making them feel unique. This commitment, combined with the reputation that precedes Dorchester Collection, underscores our dedication to creating the most memorable experiences. Seeing the group’s most loyal guests travelling across our properties globally and now all the way to Dubai, stands as the ultimate testament to our commitment and hard work. To us, that is what luxury hospitality is all about.”APRIL 2024 / HOTELIERMIDDLEEAST.COM / 25 Tim Cordon Enterprise and empowerment Radisson Hotel Group’s Tim Cordon discusses strategies for accelerating growth, sustainability, aiming for net-zero emissions, innovation and looking aft er staff Supporting operations in the SEAP region The COO outlined the two key priorities for the hotels in the SEAP region are revenue and growth. He explained: “This means that the commercial, marketing, e-commerce and sales revenue generation teams in Dubai are all going to be involved in our hotels from Southeast Asia Pacifi c. That’s priority number one, and the second is growth. “We have had a lot of success here accelerating openings. Our development teams are working really hard and they have signed some wonderful deals, great hotels with amazing partners, but it’s also incumbent upon us to then see how we accelerate the opening of those hotels. How do we get them from a piece of paper into a real live asset, welcoming customers and delivering exceptional experiences that everyone will remember? We have opened more than 50 hotels over the last three years in the Middle East and Africa with the openings team we have here. Extending that openings team experience into SEAP is also a key decision and makes a lot of sense.” Dubai as the central hub for RHG’s operations Cordon explained the Dubai offi ce becoming more important is a result of the growth the Group has had, not just in the number of hotels, but also in its business. “When I fi rst started in the region working with Radisson Hotels 11 years ago, we had a small offi ce with about eight to 10 people working in it,” he said. “Now, we have about a hundred people here. This is not just because we have appointed more corporate people, but also we have centralised some key services, such as revenue centres. “The way that the industry has evolved, and the technology and distribution model we use, the number of channels we have and the complications or innovations that online travel agents have brought into the market, all need to be managed incredibly carefully. “It’s not reasonable in this day and age to ask one individual based in one hotel to be making that many decisions a day and be an expert in all of those areas, so centralising that revenue team here has been an incredibly important step. We did it a few years ago now, but the success of that has meant that it’s generated additional growth in the people that we have in the offi ce. Moving to a larger offi ce was not only a necessity, but also a statement from our organisation that Dubai is more than Based in Dubai, Tim Cordon is responsible for leading hotel operations and delivering business growth and profi t across Radisson Hotel Group’s (RHG) largest area, with over 220 hotels currently in operation or under development within his remit. Cordon has been with RHG since 2003 and was appointed chief operating offi cer for the Middle East and Africa (MEA) region in 2022. In January 2024, he was promoted once more, adding the South East Asia and Pacifi c (SEAP) region to his charge. The move was part of the Group’s strategy to leverage its internal leadership talent to drive growth in expanding market. It also places Dubai at the heart of the Group’s most rapidly growing market. Cordon began his progressive career in the UK, where his fi rst general manager’s position was at the Radisson Blu Hotel, Manchester Airport which, at the time was Rezidor’s largest hotel in the UK (before Carlson Rezidor Hotel Group became RHG), and where he successfully positioned the hotel in Rezidor’s top 20 performing hotels worldwide. He briefl y left the group to become general manager of the Cumberland Hotel in London, before returning as the general manager of the Radisson Blu Hotel, Dubai Deira Creek, which brought Cordon to the Middle East for the fi rst time. Some 11 years later, Cordon is a trusted and respected fi gure in the region’s hospitality industry. We caught up with him in RHG’s new corporate offi ce for the MEA-SEAP region, where his offi ce walls are adorned with memories and momentoes from his positions up to this point. The addition of the SEAP region to his current role Cordon’s day-to-day responsibilities and strategic focus have expanded in the few months since his role grew which means travel to his new territory, as well as balancing the work in both places. He said: “This is more about how we make the best use of what we’ve built here in Dubai to take those best practices and good experiences to help the hotels in SEAP. “There are a lot of similarities between the two businesses, in that we tend to manage and franchise hotels rather than own or lease hotels, like many of our competitors. This means there’s a similarity in terms of how we do business with our third parties. Our partners are incredibly important to us, but the people in our businesses are absolutely our top assets.”26 / HOTELIERMIDDLEEAST.COM / APRIL 2024 Tim Cordon just a regional hub, it’s an important place for our company and we intend to grow from here.” Upcoming openings and plans for 2024 RHG has grown by nearly 50 percent since the launch of its transformation plan in 2018. Cordon said: “In 2023, we signed 22 hotels, resorts, and serviced apartments in the MEA region, adding over 3,800 rooms to our regional portfolio. We remain dedicated to our vision of being among the top three global hotel brands. Globally, we wrapped up 2023 with exceptional growth, adding over 30,000 keys to our international portfolio of 10 leading brands through openings and signings.” Looking ahead, 2024 promises to be a landmark year in the Middle East and Africa region, with 13 new hotel openings slated across various countries, including eight in Saudi Arabia alone. In February 2024, the Group’s fi rst safari hotel opened in South Africa, Radisson Safari Hotel Hoedspruit, between Kruger National Park and Blyde River Canyon, featuring 138 Scandinavian-designed rooms with Drakensberg Mountain views. RHG’s approach to sustainability and energy conservation For Cordon, the three most important things for the industry and the company over the coming years are talent, sustainability and technology. He said: “Sustainability is incredibly important for not just our region or business, but for everybody to solve. It is a problem for everyone, so our reaction to that has been Hotel Sustainability Basics (HSB), an initiative that drives verifi ed responsible and sustainable travel globally. We wanted to set a minimum standard globally for all hotels to comply with what we think is the basics that a business should be running and the way we should be doing that. Whether that’s a basic level of water recording and a target to reduce the amount of water you’re using or a basic level of energy consumption, and then a plan to address the energy consumption. “We wanted to do that because we felt there was nothing regulating hotels for sustainability anywhere in the world. All of our hotels now have signed up to sustainability basic practices across the region, which is a good step, but it’s only the fi rst step. Besides, every hotel has an action plan of how they are going to reduce their environmental impact. “Some hotels are new buildings, so we want them to be certifi ed by a third party that is absolutely cutting edge green technology. For existing buildings, we need to fi nd a variety of solutions. For example, a property built 30 years ago, where the cooling tower is old... How do we get around that? Do we replace it with a new one? Do we go for a greener alternative? “In this part of the world, solar is becoming incredibly important, so a lot of our hotels have adopted solar, either partially or significantly for their energy uses. Across the region, it is becoming clearer that sustainable or consistent grid electrical supply is also an issue, so having a solar backup is becoming very important there too.” RHG has a very clear plan and a commitment to get to net zero by 2050. Cordon added: “Each division of our organisation has a clear plan of how we’re going to achieve that and what targets we need to hit along the road to be able to do that. In the past 10 years, We have reduced our average energy and water footprint by 30 percent. As intermediate targets, we are reducing our carbon footprint by 30 percent over the next fi ve years and halving the footprint by 2030, as well as reducing consumption of natural resources, using renewable energy and phasing out single-use plastics. “What we’re actually doing in hotels is to deliver a meaningful diff erence of how we interact with this planet and the environment as opposed to corporate sound bites, which are important, but it’s more crucial that we actually do things that deliver meaningful results. Net zero nights during COP 28 was a good example of that, but it was one initiative during a period of time in one country. That’s important and it delivered a good saving in carbon, and on a day-to-day basis we make it easy for our guests to travel and meet responsibly by off ering sustainable value propositions such as 100 percent carbon neutral meetings.” Embracing digital transformation In a world where technology is evolving all the time, Cordon said it’s vital that digital transformation is treated as a year- round endeavour. He said: “We have trials always ongoing in various diff erent hotels around the world and this region, particularly on diff erent technologies we’re adopting or trying to adopt. If the answer isn’t clear on any of those, we are very sceptical about how we adopt that. For instance, you could have a piece of technology which automates back offi ce. It could be a really repetitive task but necessary, such as a night audit. If you can automate that, brilliant but, then what does that mean for the customer? Nothing unless it you can release the person who was doing that job and redeploy them in a customer facing role, then it can be important and that’s the way we tend to look at it. “Right now one of the things that we’re trying to do is deliver properly integrated online check-ins and check-outs.” While checking out remotely is a fairly straightforward task, checking in can be more diffi cult, especially in countries like the UAE where IDs have to be scanned before chick-in can be fi nalised. “How do we interface that with a customer facing app? That’s an interesting technological challenge, which is specifi c to one country and how do we deliver that in Saudi Arabia, South Africa or the Maldives? There are diff erent regulations, so the way we work with diff erent technology partners who try and solve those problems is very much focused on providing a seamless customer experience.” Another challenge that RHG is hoping to solve with technology is that of creating bespoke meeting spaces for clients. That’s where ‘Meetings Unbound and the Dream Machine’ comes in. Cordon added: “Using a customised generative AI tool, the Dream Machine enables you to go beyond the conventional boundaries, from conceptualisation to visualisation. Event professionals can use the platform to create visually stunning representations of their of dream event, it’s absolutely incredible. This means you can really explore people’s imagination for what “Our success is down to the people in our teams, you have to empower them”APRIL 2024 / HOTELIERMIDDLEEAST.COM / 27 Tim Cordon they want their event to be and create something entirely unique, specifically just for what you want to do, and use our room as a blank canvas. I don’t think anyone else has done this before. The evolving hospitality landscape Addressing diversity and inclusion challenges is also one of the most pressing matters for RHG. Cordon explained: “One of the things I’m really keen to adopt is how we get more women into leadership roles in our business. We really don’t have enough today. We’re behind other parts of the world and I think there’s a concerted eff ort needed to balance that. That doesn’t mean the people who aren’t the best possible fi t for the role get the job, but I just think we need to level the playing field in terms of equality of opportunity, as this hasn’t always been the case in the Middle East and Africa. “In SEAP, it is a consistent theme, so we have a number of diff erent strategies to try and rebalance that. This year we’ve put clear targets in place for the leadership across the company so we expect to see an increase in the percentage of female candidates being off ered opportunities. “We are also a company that likes to grow talent from within, so how do we attract more women into the workplace and make hospitality a really exciting and attractive business to work in? “Just look at Saudi Arabia... What a change is happening there. It’s amazing that half of our front offi ce employees in some of our key hotels in Saudi Arabia are Saudi women. That’s brilliant to see, but it’s only a fi rst step. We have more female general managers now than we’ve ever had before, but I still think there’s much more work to do.” Driving success and empowering people Cordon reiterated their continuous success is due to having the right people. He said: “When I look at the success we’ve had here and our expansion into Asia is not because of me, it’s because of the team we have here. The team are the ones who make it happen. It’s all about how you empower your team, making sure they have the tools to do their job. “I understand why people spend a lot of time selecting a great candidate for a role, but once they hire them, they spend their entire time monitoring everything they’re doing. They’re an expert in their fi eld, so give them a bit of space. They might make mistakes sometimes, but it’s much faster to learn like that than someone correcting everything all the time. “Nobody’s perfect and everyone can get it wrong. This approach delivers high performing people because they feel really responsible for their own business and attached to what they’re delivering with their teams too. This delivers a culture of empowerment, as if you aren’t micromanaging any of your team, they’re less likely to be micromanaging their people. “Many companies make decisions based on small things which mean nothing to the organisation, but mean a lot to the individual. This is really important and this offi ce is an example of that. And if you want to scale your responsibility and take on additional challenges, you have to come up with a strategy to work with people that is not just answering their questions all the time. If you actually help them fi nd their own answer, then they’re less likely to come back the next time and ask you a question at all. “If you do that for long enough in that empowered environment, people feel comfortable to make mistakes, then you end up with a lot more time for strategic thinking, tackling bigger projects or getting involved in other areas of the business. It’s not scalable if you have a queue outside of your offi ce every day and your phone rings 15 times an hour because people want your approval for this, or to check something with you. “How you work with your people, deliver exceptional leadership and support your team, so they can deliver in the best possible way is what really matters.”28 / HOTELIERMIDDLEEAST.COM / APRIL 2024 Power List Our celebration of the men and women leading housekeeping teams around the region is back for the fi rst time in two years. With more than 100 nominations from the length and breadth of the Middle East, the fi nal list of 70 includes the pinnacle of talent in the sector, made up of management-level innovators from hotels that have been open for more than three months and people in roles for the same amount of time. They are presented in alphabetical order by fi rst name. Congratulations to everyone who made it this year HOUSEKEEPING LEADERS POWER LIST 2024APRIL 2024 / HOTELIERMIDDLEEAST.COM / 29 Power List Abdul Majid orchestrates a culture of excellence and inclusivity within the housekeeping & laundry department. His adept leadership is evidenced by exceptional guest satisfaction. Majid’s commitment to team development and inclusivity is reflected in strategic promotions and a gender- diverse environment. Under his guidance, the department has exceled in cleanliness standards, achieving notable financial savings. Majid’s environmental initiatives, including plastic reduction and community engagement, underscore his commitment to sustainability. His transformative influence sets a standard for excellence and inclusivity, driving the department’s success forward. ABDUL MAJID Executive housekeeper, Waldorf Astoria DIFC Anara Akmatova brings over 12 years of HR experience, including a two-year tenure as learning and development manager at Media One Hotel, before transitioning to lead the housekeeping department. In just one year, she has elevated the cleanliness standards of both the hotel and office tower, achieving an 89 percent satisfaction rate in post-stay surveys. Akmatova’s introduction of unique guest experiences, such as aquariums in rooms, showcases her innovative approach to hospitality. Her leadership has resulted in a housekeeping team job satisfaction rate of over 90 percent, reflecting her commitment to her team’s welfare and happiness. ANARA AKMATOVA Housekeeping manager, Media One Hotel With a robust background in hospitality, this experienced housekeeper has progressed from supervisory roles at Four Seasons and Fairmont to managerial positions at St. Regis Cairo and Waldorf Astoria Cairo Heliopolis, where he currently serves as executive housekeeper. Armed with a MBA in Business Administration, he spearheaded the opening of both St. Regis and Waldorf Astoria in Egypt and Africa, achieving exceptional cleanliness scores and customer satisfaction ratings. His commitment to excellence is evident through his proactive approach to customer feedback analysis and participation in hospitality conferences. As a leader, he ensures the delivery of luxury service and memorable guest experiences. ALAA KHALIFA Housekeeper executive, Waldorf Astoria Cairo Heliopolis ANCHALA WANGWEERAWONG Executive housekeeper, Shangri-La Jeddah Starting her career in 2007, Anchala Wangweerawong has progressed from housekeeping coordinator to executive housekeeper, showcasing her growth within the hospitality sector. Her journey includes significant contributions at Hyatt Regency Hua Hin, Plaza Athenee Hotel, The Westin Bangkok, and Capella Bangkok, leading to her current role at Shangri-La Jeddah. Wangweerawong aims to achieve a Forbes five-star rating for Shangri-La Jeddah, drawing on her extensive experience and focus on team empowerment and women’s advancement in the industry. Her leadership at Capella Bangkok maintained its Forbes five-star rating and her ability to uphold high standards is evident in her work.Next >