As a child, I dreamed of being an actor. I loved the feeling of being completely possessed by a character and fully immersing myself in an imaginary world. At one stage, I also wanted to be a pilot, which is quite ironic considering I’m now a nervous flyer!

Interestingly, I often share that while I never knew exactly what I wanted to do, I was certain I didn’t want to be in hospitality. I studied history and politics and wasn’t aware that hospitality and hotel schools even existed until I started working in a hotel.

The diversity of skills needed to run a hotel, coupled with the magical energy that permeates a property, proved irresistible. The bonds formed when working in such a dynamic and demanding environment are special; we’re united in the trenches, sharing both the romance and the challenges of the job.

I’ve learned that if a new career step scares me, it’s a sign I should take it. Growth and comfort do not coexist, and the unpredictability and energy of this industry continue to drive me forward.

When I first landed in Thailand [to work at Amanpuri], I was very naïve. My focus was more on the adventure than on my career. Having never worked in a hotel before, I found myself in a baptism of fire during peak season at one of the world’s most renowned hotels. It was a sink-or-swim situation, and I struggled in every aspect for the first six months.

The combination of my lack of experience and the immense culture shock created a steep, and not always pleasant, learning curve. However, my tenacity kicked in and giving up never felt like an option, which fuelled my determination to succeed. I always tell new joiners, ‘You get out what you put in,’ and I’m very aware that I gave it everything.

This period, while challenging, had a profound impact on the rest of my career. Looking back, I’m incredibly grateful for the experience. It taught me resilience, adaptability, and the value of perseverance. It also shaped my leadership style, leading me to bring a less traditional approach to hotel management.

This is a question I get asked a lot, usually followed by ‘how are you enjoying the weather?’. As a London native, who had been away for 17 years, I never imagined I’d return. However, when I heard about the managing director position opening at Rosewood London, I felt the stars aligning.

I’ve long admired [Rosewood CEO] Sonia Cheng’s uncompromising and inspiring vision. The brand’s affinity with fashion, art, culture and community has always resonated with me. What could be more perfect than returning to London after so many years to lead such a majestic property? Rosewood embodies the beauty and history of London’s architecture while capturing the fun and vibrancy of the city. So here I am, back in my hometown, raincoat in hand.

My day begins with a review of the upcoming arrivals and calendar for the next few days. This gives me a clear overview of meetings, greetings, and events. I usually tackle my emails during my commute to minimise computer time once I’m on-property.

We’re fortunate to hold our daily morning meetings in Scarfes Bar – minus the cocktails, of course. The rest of my day can involve a variety of activities: brainstorming exciting partnerships with our communications team, participating in tastings and food and beverage activations, gathering feedback directly from associates, conducting room and property inspections, and engaging in financial reviews and planning.

Most importantly, my day revolves around meeting and connecting with our local community, guests, and team members. We’re in the business of relationship hospitality, after all, and these interactions are truly the most rewarding aspect of my day.

There’s so much to do and so little time – the team and I are energised and motivated to keep pushing the hotel to new heights in all aspects, but there are never enough hours in the day.

The best part about hotel life is that no day is the same, and the variety in my job is truly exhilarating. One moment I can be on the roof with the engineer, and the next I’m hosting an incredibly glamorous event. The constant challenges and the need to juggle multiple responsibilities can be demanding, but it’s also what keeps the job exciting.

The Covid-19 pandemic was undoubtedly one of the toughest periods in my career. While in Bali, with the entire island closed to international travel, I had to make enormous sacrifices and share difficult contingency measures with the team. It broke my heart each time. However, this challenging time revealed the incredible resilience and compassion of people during adversity. I learned the importance of transparent communication, adaptability, and maintaining team morale even in the darkest times. It reinforced that leadership isn’t just about success in good times, but about how you guide your team through crises.

As my former boss used to say: ‘Smooth seas don’t make strong sailors.’ This experience has made me a more empathetic leader and taught me the value of flexibility in business strategy.

As a single mother, maintaining a healthy work-life balance is crucial for me. I’m conscious about not being constantly tethered to my phone, especially when I’m with my son. My approach is simple: if it’s not urgent, it can wait until I’m not spending quality time with him.

When it comes to holidays, I’m pretty disciplined. I always set my out-of-office message and make a concerted effort to disconnect. I’m fortunate to have an incredibly professional and proficient team which allows me to step away with confidence.

I believe in leading by example. Just as I try to disconnect during my time off, I don’t expect my team members to respond while they’re on vacation. It’s important to respect everyone’s personal time and space. That being said, everyone needs to find their own balance – what works for me might not work for others.

After years abroad, being back in London and reconnecting with family and friends has become my ultimate way to unwind. It still feels surreal and emotional that I can spontaneously meet up with them or give them a hug whenever I want.

Nature is my other go-to for relaxation. I love being outside and am fortunate to live next to the same expansive park I played in as a child. I go for long walks with my son – him less enthusiastically – and I love watching him clamber up the same trees I did when I was his age.

I’ve been fortunate to encounter many inspiring women throughout my career, but one who stands out is Sonia Cheng, the CEO of Rosewood Hotel Group. Her uncompromising vision and ability to blend luxury with cultural sensitivity have redefined hospitality.

In my experience, compassion stands out as an essential quality for any effective leader. It’s the cornerstone of creating a harmonious, healthy and nurturing environment for a team. Good leaders need to genuinely listen to and understand their team members’ challenges, hopes, and aspirations. To do this you have to create an environment where people feel safe to express themselves openly.

Compassion goes together with humility and curiosity. This humility, in turn, empowers others, leading to a stronger and more efficient organisation. Recognising that it takes a village to achieve a vision means that the primary focus of a good leader is the people.

Over the course of my career, I’ve seen encouraging changes in the landscape for women working in luxury. In the past, limited opportunities often created an environment where women felt compelled to compete against each other. Thankfully, this has subsided, making way for a healthier and arguably more successful approach. We’re now seeing a wave of strong, successful women actively supporting and uplifting one another.

The industry has recognised the need for change, leading to the formation of HR-supported female leadership groups. These initiatives help raise awareness and offer guidance and support for young, aspirational women. While these are important steps, it’s rather crucial that these groups provide tangible action points rather than serving as mere tick-box exercises for organisations. I recall an early career experience where a fellow GM congratulated himself for sending emails in pink and giving female associates flowers during International Women’s Week – hardly groundbreaking progress. This underscores the need for meaningful action rather than superficial gestures.

The UK has taken stronger measures to address gender disparity, including requiring companies to submit annual gender pay gap reports. I’m proud that 50 per cent of our executive team is now female, a significant improvement from the exclusively male leadership of the past.

My vision for the future is a world where a CEO is simply a CEO, not a ‘female CEO’ – where women in leadership roles are the norm, not the exception. To accomplish this, we need to engage men in the conversation. Women’s leadership programs and initiatives must involve men to help them understand and appreciate the unique qualities women bring to business.

Secondly, we need to redefine success. Rather than teaching women to adapt to male-dominated environments, we should focus on educating the workforce about the benefits of diverse leadership styles.

Finally, we must address the systemic issues. This means continuing to explore why women are underrepresented in leadership, considering factors like the disproportionate burden of domestic responsibilities and societal pressures. While progress has been made, there’s still a lot of work to do.

Attitudes towards work and careers have changed dramatically. When I started, there was a sense of ‘just getting on with it’, whereas now, with generational shifts and social developments, people are less willing to simply accept traditional work norms. There’s a greater emphasis on work-life balance, personal fulfilment, and aligning career choices with individual values.

While we’ve made progress, several hurdles still persist for women in the workplace. Representation is a challenge. In certain industries and at the highest levels of management, women are still underrepresented. Additionally, the gender pay gap remains an issue, especially in leadership roles. We are also grappling with the ‘double burden’ – balancing career ambitions with societal expectations around family responsibilities.

I’d tell myself two important things. First and foremost: You are good enough. Trust in your abilities and don’t let self-doubt hold you back. And secondly: wear more sunscreen!

Firstly, embrace the global nature of our industry. My career has taken me from Thailand to Bali to Montenegro, and each experience has been invaluable. Be open to opportunities abroad – they will broaden your perspective and skillset immensely.

Secondly, cultivate cultural intelligence. In hospitality you’ll interact with people from all walks of life. Understanding and respecting diverse cultures is crucial. Most importantly, bring enthusiasm and curiosity to everything you do. The world of hospitality is vast and exciting – enjoy the journey!