In conversation with Spencer Wadama (Exclusive Interview)

What inspired you to pursue a career in hospitality? Why luxury hospitality?

Growing up in San Francisco, I was always fascinated by The Fairmont Hotel. Walking by, I admired the regal looking doorman, I’d peek into the posh lobby and think: that’s a cool place to spend your day. While there wasn’t a single defining moment, an opportunity to work for a prestigious hotel chain came about. Starting in an entry-level position, I worked my way up. My big break came when I worked at The Ritz-Carlton, a brand committed to internal development and rapid expansion, where I also embraced the motto “We are Ladies and Gentlemen serving Ladies and Gentlemen,”  that profoundly influenced my perspective on treating employees with respect and dignity, ultimately reflecting in guest interactions. My first General Manager, a founding member who eventually became the company’s President, believed in investing in people and promoting from within.

How do you define luxury? 

After 30+ years of managing luxury hotels across North America, Asia, and the Middle East, I’ve learned that true luxury isn’t about opulence or extravagance. It’s about creating lasting memories through a passionate team committed to going above and beyond, delivering exclusive and personalized experiences. Luxury is defined by the quality of service and the emotions we evoke in our guests, ensuring they feel valued and cared for.

What is your take on the various rankings / categorisation ultra-luxury / luxury / lifestyle luxury? Is there  / lean luxury?

While these categorizations provide guidelines for guests, the lines between them are often blurred. Some guests appreciate attentive service, others prefer a more discreet approach. Recognizing and adapting to these individual preferences is key for exceptional service.

Luxury hospitality is defined by the consistency in service. Is there a recipe to achieve and maintain a high standard of services?

Training and development are crucial, I’m a big proponent of organizing regular workshops and skill-building sessions to ensure each team member is equipped to deliver service at the highest level. However,empowering staff to engage empathetically and act on their observations of guests’ needs is important. Encouraging individualized interactions fosters a culture where team members feel supported to deliver personalized service, enhancing the overall guest experience. 

Service cannot compensate product and vice versa?

I believe that in luxury hospitality, service often takes precedence over product. Memorable service can elevate experiences in any setting, be it a fine-dining restaurant or a simple café. While a quality product is essential, it’s the exceptional service that leaves a lasting impression on guests.

How do you balance desirability and value? 

Desirability and value often go hand in hand; it of course involves understanding guests’ needs and delivering exceptional experiences matched with innovation and creativity that justifies the cost.

Which are the most challenging aspects of operations? What about the most rewarding ones?

The ever-evolving needs of guests, the competitive landscape, and rapid technological advancements. However, witnessing small successes, such as positive guest feedback, and observing individual team members’ achievements, provides immense satisfaction and motivation.

 What is your view on innovation? What about the impact of AI?

Innovation is essential in staying relevant and meeting evolving guest expectations. Embracing technology, including AI, can enhance operational efficiency and personalize guest experiences. This year, I integrated pilot AI platforms to engage with guests more effectively across key social media channels and to assist the front office team in responding to frequently asked questions, enhancing the on-property guest experience. While these tools are definitely useful, it’s important to balance technological advancements with the human touch that defines luxury hospitality.

In today’s competitive hospitality landscape, how can hotel restaurants differentiate themselves to achieve success?

The F&B industry is a critical component of the hospitality sector. To make a restaurant successful, it’s not enough to offer good food and service – the venue must have its own strong character, unique ambiance, and comply with the many facets of the modern culinary scene – for instance sustainability. In the Middle East, there’s a significant shift towards locally sourced ingredients. While travelling globally, I also notice a growing interest in fusion cuisines that also offer health benefits, fermented foods are specially popular in LA. Understanding and adapting to guest preferences and global trends while maintaining high standards, ensures a memorable dining experience.

Spencer H Wadama on Linkedin

Spencer Wadama