How did you achieve your objective/success?
My hospitality journey took me through many experiences, roles, and environments—but it culminated, as an employee, at the American Bar at The Savoy, where I served as a department trainer. That final chapter taught me more than just technique—it awakened my passion for the psychology of service. It’s not just about what we do for guests, but how we make them feel, and how we understand human behavior at its core.

After leaving employment, I started building my own path. Today, through NM CTC, I’m privileged to travel the world—opening luxury hotels, delivering transformational training, and helping people rediscover their confidence and purpose. I’ve worked in high-end environments like Monaco and the Dominican Republic, but the real reward is seeing individuals grow—no matter where they are.

What challenges did you face, and how did you overcome them?
The biggest challenge I’ve consistently faced is people. Not in a negative sense—but because working with people is complex. Everyone brings their own story, pain, expectations, and potential. It’s not always easy to unlock that.

Over time, I realized it’s not about “fixing” people. It’s about creating the right environment—where learning feels safe, where feedback feels like support, and where people feel seen. When you shift the culture, you shift the outcome. That’s been my biggest lesson.

What are your ambitions now?
I want to become the most impactful hospitality trainer (and training company) in the world.

That’s not about scale for the sake of it. It’s about reaching as many people as possible with a message that matters: human connection comes first. In this new world, we’re slowly forgetting how easy—and how powerful—it is to simply be human. I want to remind people of that through every training, keynote, and experience I deliver.

How has your wellbeing been affected throughout your journey?
Hospitality is demanding. There were moments of burnout—times I gave too much without pause. But those moments taught me the importance of rituals, boundaries, and intentional recovery.

Now, I prioritise wellbeing as a leadership strategy. Because the way you feel affects how you serve. If you want excellence, you need energy. And that starts with self-care, not sacrifice.

How do you manage or promote your team’s wellbeing?
Even when I’m not working with a fixed team, I create environments where people can pause, reflect, and grow. My training is active and immersive—but it’s also human. I make space for people to reconnect with themselves, not just learn another checklist.

Wellbeing isn’t just yoga or meditation—it’s clarity, fairness, purpose, and emotional safety. I build that into every room I walk into.

What kind of people do you look for in your business or partnerships?
Many say they hire for attitude over skills. I respectfully challenge that.

I believe both can be taught. I’m confident that anyone—given the right environment—can thrive. Too often we write people off because they don’t fit our mold, when in fact, they just haven’t been planted in the right soil. You can’t judge a fish by its ability to climb a tree.

No one is inherently “bad.” Many have simply had the wrong experiences. I focus on shaping the environment—and I’ve seen how dramatically someone can shift when they feel they belong, are supported, and are believed in.

How do you work with suppliers or clients to achieve success?
I believe in co-creation. Success doesn’t come from delivering a service—it comes from building something together.

I start with deep listening: what are the needs, challenges, and dreams of the team in front of me? Then we build from there. When people feel part of the process, they take ownership of the result. And to me, that’s where real transformation happens.