IWD 2025 - an interview with: Carmen Marienberg

Tell us a little about your career journey leading to where you are now.

My name is Carmen, I was born in the north of Germany to worker’s parents and grew up in the South of Germany.

My entry into the hospitality industry was purely by accident—a carnival joke in Switzerland in 1985 led me to a job as a waitress in a common small restaurant. Coming from Germany, where I worked long hours in retail for a modest salary, I was astounded by the earnings in Switzerland. Within six months, I traded in my rundown Ford Fiesta for a Golf GTI, a clear sign that hospitality was a path worth exploring.

Another twist of fate took me to Spain, where I worked in a British pub, a Heladería, and a Chinese restaurant all at the same time for one year next to studying Spanish. There was no EU, the peso, siestas and the fiestas ruled Spain.

The owner of the pub recommended me to the Swiss Centre in London, where I continued as a waitress, next to obtaining a Westminster certificate of English. My original dream was to become a flight attendant for Lufthansa. From London, under the most unusual circumstances, I landed a job in the Cayman Islands.

After two years in Grand Cayman, I had made up my mind—I wasn’t returning to Germany. Instead, I joined Cunard and worked aboard the QE2 as a room attendant. The cruise ship eventually "spit me out" in Vancouver, Canada, from where I traveled to Hong Kong and secured a position as a Bar Manager. My career in hospitality continued to evolve, leading me to Beijing, where I started as a Restaurant Manager and was promoted to F&B Manager within a year.

Determined to further my career, I pursued a hotel diploma, because I realized that fresh hotel school graduates often earned more than I did despite my years of experience. Nevertheless, I climbed the ranks, serving as an F&B Manager and later an Executive Assistant Manager (EAM). In 2006, I reached a major milestone when I became a Resort General Manager in Vietnam.

From that point on, my journey as a GM took me across Vietnam, Thailand, and Myanmar. When COVID-19 disrupted the industry, I adapted by managing multiple independent hotels in Central Vietnam while also launching a hospitality consulting YouTube channel—though with limited success.

My career has been anything but conventional, shaped by chance encounters, relentless determination, and a deep passion for the industry. From a spontaneous start in Switzerland to leading resorts across Asia, my journey reflects the unpredictability and excitement of hospitality—an industry that continues to inspire me every day.

What does the International Women’s Day slogan “accelerate action” mean for you?

It is a call to push for faster progress toward gender equality.

Moving beyond discussions and making real changes in policies, workplaces, and communities to empower women. I was working as a FBM and EAM for many years, literally cleaning messes of GM’s who were not capable but I was never promoted. Every time I left it was an ah and oh and why?

It is incredibly important for women to lift each other up—both personally and professionally. Too often, women face unique challenges in the workplace and society, from gender bias to unequal opportunities. When women support one another, it creates a powerful network of encouragement, mentorship, and empowerment that helps break down barriers and drive progress.

For me, lifting other women up means sharing knowledge, offering guidance, and creating opportunities for growth. It means celebrating each other's successes rather than seeing them as competition. It’s about mentorship, advocacy, and being a voice for those who may not have one yet. Whether it's through simple words of encouragement, professional support, or actively creating spaces where women can thrive, uplifting one another is how we build a stronger, more inclusive world.

How important is diversity across senior leadership teams?

Super important. Diversity across senior leadership teams is essential for fostering innovation, improving decision- making, and creating more options and accelerating decision making. When leadership teams include people from different backgrounds, genders, and experiences, they bring varied perspectives that challenge traditional thinking and drive better business outcomes.

For organizations, diverse leadership leads to stronger problem-solving, a deeper understanding of diverse customer bases, and increased employee engagement. It also sets an example for the rest of the company, encouraging an inclusive culture where everyone feels valued and heard.

Beyond business benefits, diversity in leadership is about fairness and equal opportunity. When leadership teams reflect the world we live in, they help break down systemic barriers and inspire the next generation of leaders from all backgrounds.

Senior leadership: 26%, C-suite: 19%, 1 in 4: Chief-level. These are the percentages and numbers of female leaders in our industry. What do these numbers represent to you?

That there are not enough/equal women in higher positions.

Happened to me at the Accor General Manager’s meeting in 2010 in Australia when to my big surprise there were only 8 female out of 240 invited General Manager’s.

I am unsure why is this. Are men afraid of women power? As we do have power. Many women have to work double than men to show that they can do and some produce much more than men.

As a successful leader, how do you think (business) leaders can accelerate action toward closing the gender gap and ensuring equal opportunities in the workplace?

Throughout my career as a General Manager, I have had the privilege of hiring individuals from all walks of life. From visiting orphanages to recruiting field workers in Egypt and launching Vietnam’s first open-door job days in 2006, my approach to hiring has always been unconventional. I have sought out talent where others may not have looked, believing that skills, dedication, and character often matter more than a polished CV.

One advantage in many parts of Asia is the flexibility in hiring—fewer bureaucratic hurdles and lower costs compared to the Western world. I seized this opportunity to bring in individuals who simply needed a chance. Some of the best hires I’ve made were people who had been overlooked by traditional hiring processes, yet they proved to be dedicated, hardworking, and invaluable team members.

I remember a time when many HR managers would dismiss CVs of candidates over 35, assuming they were no longer "fit" for the fast-paced industry. Ironically, these same individuals are now over 40 and struggling to find opportunities— yet for many, it’s too late. The job market often fails to recognize the immense value of experience, loyalty, and resilience.

It’s time we rethink hiring norms. Talent is not defined by age, background, or a perfect résumé—it’s about potential, adaptability, and the willingness to grow.

Can you share your top tips for entrepreneurial/managerial/leadership success?

• Be open-minded – Embrace different perspectives and unconventional ideas.
• Adaptability is key – The industry is ever-changing; flexibility keeps you ahead.
• Think outside the box – Creativity and problem-solving go hand in hand.
• Lead with heart – Empathy and people-first leadership make all the difference.
• Attention to detail matters – The little things define great service and experiences.
• Keep your sense of humor – Hospitality can be tough, but laughter keeps you sane.
• And remember: It’s not your hotel! – Stay passionate but don’t take everything too seriously.

What’s the most important piece of advice you’d give to a woman thinking of starting a career at leadership level?

• Stay confident and assertive – Believe in your skills and decisions.
• Set boundaries – Leadership can be demanding, but protecting your well-being is crucial.
• Support other women – Create space for more women to rise in leadership roles.
• Never stop learning – Knowledge and adaptability will always keep you ahead.
• Own your emotions, don’t suppress them – Strength isn’t about never feeling, but about channelling emotions into constructive action.

In short - keep calm, don’t be emotional and never Cry!

Have there been any role models through your life (work or professional) who have helped shape you as a leader?

Throughout my professional journey, I often found myself stepping into understaffed, high-pressure operations with little to no training. More often than not, I was thrown into the deep end and had to navigate my own way. Yet, along the way, there were countless experiences and people who shaped me—some of whom may not have even realized their impact.

One of my earliest lessons in leadership came from a sales manager colleague in my first F&B Manager position. A fellow female professional, she taught me— in a direct and disciplined German manner—how to stop micromanaging and delegate effectively. That skill became invaluable, particularly during my time as an EAM in a hotel where 90% of the revenue came from banqueting.

In the Middle East, I worked at a brand hotel where the General Manager was younger than me. At the end of the year, we calculated that he had only spent 60 days on the property. That year, I faced a fire in the hotel and was also left to manage the chaos of September 11 alone, with a full house of panicked guests desperate to check out immediately.

Although the GM played no role in handling these crises, those experiences unknowingly prepared me for my future as a General Manager.

Not all lessons came in ideal circumstances. In Asia, I reported to a General Manager who was frequently intoxicated. As a result, I had to step up, make critical decisions, and salvage key business deals on my own. It was a difficult time, but it reinforced my ability to operate independently and think on my feet.

One of the more unexpected turns in my career was being put in charge of a spa for six months in the absence of a Spa Manager. When the corporate Spa Manager finally arrived to assist, she asked me how many treatments I had experienced and which other spas I had visited. When I admitted that I had done neither, she promptly signed me up for a series of treatments and visits to competitor spas. She then scolded me, pointing out that as an F&B expert, I would never create a menu without first tasting the food—so why should managing a spa be any different? It was a simple yet profound lesson in leadership: to understand and manage an operation, you must fully immerse yourself in it.

Looking back, my career has been a series of trials by fire, but each challenge has contributed to the leader I am today. These moments taught me resilience, adaptability, and the importance of learning from both the best and worst examples around me.