Interview with Hoss Vetry | General Manager Finalist

Hoss Vetry is currently the Regional Vice President and Managing Director, Rosewood Hong Kong. A multi award-winning Hotelier that has led properties across Asia and the Middle East, building a celebrated career that has focused on innovation, people and quality.

1.       Please give us a short introduction about you and your career background  

My hospitality journey first started 32 years ago at the Portman Hotel San Francisco in 1988. When I first stepped foot inside this luxury hotel it was just to pass the summer, but what I gained instead was a real passion for the industry, which led me to study Organisational Leadership at the Arizona State University. I stayed with The Ritz-Carlton Hotel company for more than 25 years taking up several senior executive leadership roles. My career so far has taken me across Asia, the Middle East and now Kong Kong since I joined Rosewood Hotel Group as Regional Vice President and Managing Director of Rosewood Hong Kong in 2020. 

I am a results driven individual with an immense focus on innovation, people and quality. I believe that leadership is all about building a strong team and empowering the team to work harmoniously with each other to achieve a common goal. All the successes we achieve are through the efforts and involvement of each team member. Growing and developing future hoteliers has been my goal over the past decade and I take pleasure in knowing that I can help shape the young talents of tomorrow. Being able to work on different continents and learning the culture(s) of each, has been the most rewarding experience over the past 15 years while achieving the most optimal and satisfying results. I am deeply grateful watching the next generation of hoteliers taking on the legacy of luxury experiences. 

2.       Can you share how you have decided to lead your team and your property through this recent turbulent period?  

Covid has put everyone to test, forcing us to completely change the way we live and conduct business. During this difficult time many of us felt unsure about the future, especially those with families and children. I realised that being in an industry that provides a service to our guests, we rely heavily on our team, and the only way to move ahead was through transparency in our actions and clear, precise communication. At this time my team needed to know exactly where we stood and our plan of action. We increased the frequency of our communications through every possible way and shared all relevant information in a timely manner. Our strategy changed to more of a short term one due to this volatile environment, which required constant innovation and modification in the way we operated. We got all our staff involved and celebrated small wins here and there, to show appreciation and recognition to the team’s hard work. During this period, I am proud to say that not a single member was let go and we all agreed that by joining hands together, we could overcome any challenges. This was one of the most precious and rewarding periods in my career. 

3.       What is it you are most proud of in your career to date?  

The proudest moment in my career was when I became the General Manager at The Ritz-Carlton Sharq Village & Spa in Doha, after 19 years of hard work and dedication. The role was something I had aspired to since I first started in this industry. As many hospitality professionals would agree, to become a leader in a luxury hotel you have to make a lot of sacrifices. I have missed many special occasions and had forgone a lot of holidays in order to put in the time needed to learn and grow. 

Of course, this was not a one-man journey, and I am thankful to have worked with many exceptional individuals that believed in me and in themselves.  I would not be where I am today if not for them.

4.       Can you share what you believe is key in leading a successful hotel today?         

I believe there are four key factors for a successful hotel operation; Company, Owners, Property, and People. In my current role as the Regional Vice President and General Manager of the Rosewood Hong Kong, I feel I have been provided with the complete package. I encourage the team to take ownership and be passionate in what they do, collaborate for better results, to be transparent in the things we do, and provide opportunities for the team to be innovative in their approach. 

Owners are another crucial element. Our owners, New World Development, are very supportive of our vision to become a global hospitality powerhouse. They are an established organisation with a great reputation throughout the world where everyone is valued and appreciated within the organisation.

Thirdly, the property. Rosewood Hong Kong is a masterpiece when it comes to providing a truly luxurious hotel experience with multiple food and beverage concepts, luxurious accommodation and impressive events and catering facilities. This property is truly an architectural masterpiece, and I don’t think there is another one like it.

Last but not least, to run a successful hotel today it is important to be surrounded by a group of capable and qualified individuals. It all starts with selecting the best of the best into your organisation, and empowering them to achieve our common goals. They are, after all, the heart of our service. Patience and perseverance are the key to forming a winning team. Over the years I have learnt to hire people who are smarter than me and those who are receptive to changes and can lead the hotel into a new era of luxury hospitality.

5.       What do you think the next few years hold for the hospitality sector and its recovery?

I am hopeful that the hospitality industry should start to see a recovery in 2023. We are starting to see steady growth in some key markets. Hotels should continue to operate safely and ensure full measurements are in place if we want to continue this upward trend. There is no shortcut for Covid. 

In the past year, we have challenged ourselves to step out of our comfort zone, to stay connected to the travel trends despite the difficult challenges we faced with government regulations. We also encouraged the team to be creative in our offerings, helping us to stay competitive in the market. During the holidays, we created family focused staycation packages and activities. With dining restrictions enforced for almost half a year, we re-engineered our F&B offering to provide a delivery service – “Rosewood on the Move” so that we can continue to engage with our guests in a different manner. We also launched packages tailored to pets and different celebrations, so that despite the travel restrictions guests can still have a sense of “travel” when they stay at the hotel. Creativity and personalisation will continue to be an important focus for the hospitality sector, and it is important to ensure guest experiences are memorable, helping to create long lasting memories.

6.       What is a book, podcast, or media resource that you recently read / listen to regularly that inspired/inspires you? 

I like reading John Maxwell’s book on “Laws of Leadership” and am currently reading “Leadership Strategy & Tactics” by Jacko Willink. I am constantly looking to improve myself and find that books like this are extremely valuable.

7.       What is the motto that you live by?

Don’t take anything for granted, appreciate, and cherish time with families and close friends.