Leadership Interview Series: Radu Stefan Mitroi

We explore the people behind industry leadership through in-depth interviews in our CORE Leadership Series.

This is Radu Stefan Mitroi, Radu Stefan Mitroi, Co-founder - Omna Ventures

Tell us a little about yourself and your business.

I’ve spent over two decades in hospitality, working across luxury, lifestyle, city, and resort environments in multiple countries. My career began with global brands like Hilton and evolved through senior leadership roles with LHW-accredited hotels, Design Hotels, and regional portfolios where I oversaw complex multi-unit operations.

Today, I’m a co-founder of Omna Ventures, a boutique hospitality and real estate investment firm based in Cyprus. Omna was created to bridge a gap I repeatedly saw in the industry: the disconnect between asset ownership, development decisions, and day-to-day hospitality operations. We focus on end-to-end value creation — from sourcing and acquiring assets, through development and repositioning, to operational performance and long-term returns. At our core, we are operator-led investors.

What initially inspired you or sparked your interest in pursuing this career?

Hospitality appealed to me because it’s one of the few industries where business, people, culture, and emotion intersect every single day. Early in my career, I realised that hospitality done well has a real impact — on guests, on teams, and on communities. That combination of human connection and operational complexity hooked me early on and never really let go.

What motivates you in your work and what do you find most fulfilling about being a business leader?

What motivates me is transformation — of people, teams, and assets. I find the greatest fulfilment in taking something with untapped potential and helping it perform at a level it was always capable of, whether that’s a hotel, a business unit, or an individual stepping into leadership for the first time. As a leader, seeing others grow in confidence and capability is far more rewarding than any single financial result.

What do you see as the biggest challenges currently facing the landscape where you are, and how should a business like yours respond?

The biggest challenges are rising operating costs, talent shortages, shifting guest expectations, and increasing regulatory complexity — all at the same time. Many businesses still try to solve these issues in silos. Our response at Omna is integration. Decisions around design, staffing, pricing, and guest experience must be aligned from day one. Being close to the operation allows us to remain agile, protect margins, and still deliver a high-quality product.

How do you stay updated on industry trends, customer expectations, and regulatory changes?

I stay close to the ground. I still spend time on-site, with teams and guests. Beyond that, I actively engage with industry forums, trusted data sources, peer networks, and local authorities. But most importantly, I listen — to staff, to partners, and to guests. Trends usually appear there long before they show up in reports.

Where do you think the most promising investments should be focused on and/or made?

The strongest opportunities sit at the intersection of experience-driven hospitality and underperforming assets. Boutique hotels, mixed-use developments, and lifestyle-led concepts in strong secondary destinations are particularly attractive when paired with professional operations and clear positioning. Investors should focus less on scale and more on clarity of concept, operational discipline, and adaptability.

What skills or mindsets do you think will be most important for the next generation of hospitality leaders?

Adaptability, emotional intelligence, and commercial literacy. The next generation must be comfortable leading diverse teams, making data-driven decisions, and navigating uncertainty — while remaining deeply human. Hospitality leaders can no longer afford to be only operational or only strategic; they must be both.

What is or are your biggest career achievement(s)?

Rather than a single title or project, my biggest achievement has been successfully transitioning from pure hotel operations into an operator-investor model, while maintaining credibility on both sides. Building Omna Ventures with this philosophy — and seeing assets and people perform better because of it — is something I’m very proud of.

What’s the most important leadership lesson you’ve learned?

That leadership is about presence, not position. Being visible, consistent, and calm — especially during difficult moments — builds trust faster than any policy or speech.

Are you expecting consumer expectations to shift this year?

Yes, and they already are. Guests are increasingly value-driven rather than price-driven. They expect authenticity, flexibility, and meaningful experiences — not just luxury for luxury’s sake. Transparency and consistency will matter more than extravagance.

How do you balance the demands of commercial performance with staff well-being, retention, and culture building?

I don’t see them as competing priorities. Sustainable commercial performance is impossible without engaged and supported teams. We focus on clear expectations, empowerment, and accountability — combined with genuine care. People stay where they feel trusted, developed, and respected.

Looking back, what has been the most pivotal moment in your career, a turning point that shaped how you lead today?

Managing through crisis periods — particularly times of operational and human pressure — shaped my leadership the most. Those moments taught me the value of decisiveness paired with empathy, and the importance of being present when it matters most.

Who or what has had a major influence on your approach to leadership?

I’ve been influenced by leaders who led quietly but consistently — those who didn’t lead through ego, but through example. Equally, I’ve learned a lot from seeing leadership done poorly. Both experiences shape how I show up today.

What advice would you give emerging leaders who want to shape the future of hospitality?

Stay curious, stay humble, and don’t rush titles. Learn the fundamentals properly, 

understand the business behind the brand and never lose sight of the human element. Hospitality will always be about people — those who remember that will shape its future.