In the Lounge with Ping, Chiping Xu
From finance to front office, and now at the helm of Rosewood Beijing, Ping, Chiping Xu’s journey in hospitality has been shaped by curiosity, resilience, and a passion for authentic guest experiences. Over the past 25 years, he has worked across continents and departments, developing a leadership philosophy grounded in empathy, empowerment, and continuous learning.
In this interview, Chiping reflects on lessons from his diverse career – from navigating the operational challenges of COVID to redefining luxury through personal connection – and how he’s now paying it forward by mentoring the next generation of leaders.
Watch the full interview to hear his story.
My journey began not in the food & beverage and culinary field in the beginning, but in the heart of the house – finance. I started over 25 years ago, driven by curiosity and genuine passion for creating memorable experiences for guests. I was fortunate enough to work with some mentors who saw potential in me and provided opportunities to grow.
I took on roles in rooms division, food and beverage, revenue management, sales and marketing across properties in Asia, Europe, and North America. Each role, from Night Manager to Director of Operations, taught me a different facet of business. The pivotal step was moving into the Managing Director role for a resort hotel – Rosewood Sanya – where I learned to blend creative vision with operational rigour and all the challenges during COVID.
Now, as Managing Director of Rosewood Beijing, the flagship in China, my journey feels like a full circle moment, with a focus on mentoring the next generation as I was once mentored.
What have you unlearned as a leader?
I have unlearned the notion that the leader must have all the answers. Early in my leadership career, I felt immense pressure to be the definitive problem-solver, believing that was a source of my authority. This created a bottleneck. I learned that true leadership is not about having all the answers, but about asking the right questions. It’s about creating a psychologically safe environment where diverse voices are heard, where the team members are empowered to bring solutions, and when we can collectively navigate uncertainty. This shift from a commander to coach has been the most liberating and effective change in my leadership style.
What advice would you give to future hotel leaders?
Master the fundamentals. Lead with empathy. Get your hands dirty, understand every department – housekeeping, kitchen, front office, sales and marketing – not just on paper, but in practice.
Second, never lose sight of the fact that this is a people business, both for our guests and our team. Data and technology are crucial, but they are the tools to enhance human connections, not replace it.
Finally, be curious. Be relentlessly curious. This industry is evolving at a breathtaking pace. Stay hungry to learn, travel, experience new things, and understand different cultures. This curiosity will be your compass in an ever-changing landscape.
What do today’s guests value most?
Today’s guests, more than ever, value authenticity and personalised connection. It’s not longer about the standardised luxury, they are seeking a sense of place and the feeling that their individual preferences are known and anticipated.
My team is working very hard on this and creating a lot of memorable experiences for the guests. Our CRM team is not just for marketing purposes, but for service delivery. We record preferences – from pillow type to favourite tea – and ensure that information is seamlessly available for their next stay anywhere in the world.
We have moved beyond the concierge desk binder. Our team members are encouraged to be local ambassadors. We offer insider access, like a private evening tour of a nearby museum or a master cooking class with our Michelin chefs in the nearby village, creating a unique, authentic and memorable experience.
Every team member, from the bell person to the bartender, is empowered to create “wow” moments, with a small budget for spontaneous guest recognition – like gifting a book that a guest has admired allows us to be genuine and thoughtful, not just scripted. Everything is about storytelling.
If your hotel had a theme song, what would it be and why?
“Beautiful Day” by U2. It’s optimistic, uplifting, and has a grand quality that reflects the scale or our property. The lyrics are about finding beauty in the world and a sense of possibility perfectly capture the emotion we want our guests to feel from the moment they wake up and look out their window to their return after a day of exploration. It sets a tone of energy and positive anticipation.
If you could have dinner with anyone – dead or alive – who would it be and why?
Coco Chanel. She was not just a fashion icon, she was a revolutionary business woman who fundamentally redefined an entire industry based on a new philosophy: comfort, simplicity, and elegance over constraint, and I would love to understand her thought process, how she overcame immense societal challenges in how she built an entire brand that is synonymous with a specific lifestyle and experiences. Something we strive for every day in hospitality.
What book have you recently read that inspired you?
Empire of the Summer Moon by S. C. Gwynne. It’s not a business book. It’s a stunning narrative about the clash in culture in immense adaptations. It’s a profound lesson in perspective, resilience, and reminds me to look at challenges from all different angles and to appreciate the depth of history and culture that defines every place we operate in.
What motto do you live by?
We see people, not guests. We are hosters, not service providers. This motto reminds me and my team that our role is deeply human. We are not processing transactions, we are welcoming individuals into a temporary home. This subtle shift in language fosters a mindset of genuine care, ownership, in harnessing connections, which is ultimately the foundation of true hospitality.