Leadership interview series: Manuel Ferriol

Tell us a little about yourself and your business.

I am a native of Valencia, a beautiful city on the Mediterranean coast of Spain. 

My career has been woven into Meliá Hotels International since 2004, and since 2014, Vietnam has truly become my second home. 

My professional work journey in Vietnam has brought me to manage Melia Danang Beach Resort, Melia Ho Tram, lead the operations for Melia Hotels International in Vietnam corporate office and I am now focusing all my energy on a very special project: Meliá Serenity Cam Ranh Beach Resort.

Thinking about the (current) macro-economic and social environment (cost pressures, labour market, changing customer expectations, sustainability), what shifts do you believe will redefine “success” for our sector in the coming year or years?

Technology and adaptation to shifting customer behaviours are the foundations of hospitality's future.  While AI and digital tools streamline operations and optimize costs, we must never forget that our industry is built on human connection. 

Personal communication and tailoring of the experiences, especially leisure hotels and resorts, will still be the base in which the customer satisfaction is exceeded. I believe success is redefined by how we balance high-tech with high touch. 

The key to success lies in using technology to handle the routine so that our people have more time to deliver the extraordinary human moments.  Hotels and resorts that balance it adequately will stand out from the crowd.

Have you achieved everything you wanted in your career so far?

Personally, and professionally, I have achieved more than I ever imagined. Growing and rising to management within Meliá by 2012 was a dream come true, but the opportunities provided by Vietnam’s dynamic market have been unparalleled. As our Chairman, Mr. Gabriel Escarrer often says: we are the CEOs of our own hotels. 

This autonomy brings immense responsibility, but also the thrilling freedom to innovate and create bespoke experiences that drive both guest loyalty and business growth.

Have there been any hard decisions you had to take as a business leader?

Like many of my peers, the COVID-19 pandemic was the ultimate test. During my time at Meliá Ho Tram, we were fortunate to have a privileged location and a supportive owning company that allowed us to maintain our reputation. However, the hardest decision I’ve ever faced as a leader was having to keep the vast majority of our passionate team members at home due to mobility restrictions. Managing the uncertainty while trying to protect the livelihoods and morale of my 'work family' was a profound challenge.

What values or behaviours do you consider essential for leadership teams today?

Honesty and sincerity are non-negotiable. A leadership team is only as strong as the trust it commands. I believe that if you express your vision with transparency and lead with a sincere heart, your team will not just follow your directions; they will adopt the vision as their own. When a team believes in the Why, they will conquer the How together.

What’s a lesson you learned that still influences your decisions?

The most enduring lesson I’ve learned is that running a hotel is a grand collective effort. To quote Halford E. Luccock, “No one can whistle a symphony; it takes a whole orchestra to play it”.  In luxury hospitality, the General Manager might be the conductor, but the magic happens through the individual “musicians”, from the housekeeper to the guest relations officer. My role is to guide, trust, and truly empower them. 

I’ve learned that when you give people the autonomy to make decisions in the moment, they don't just perform a task; they create a memory for the guest. Leadership is about creating an environment where every team member feels they have a stake in the 'symphony' we play every day.

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

While I have my own personal approach, my leadership style is a mosaic of every mentor I’ve encountered. I have been blessed to work with visionary leaders at Meliá who taught me that hospitality is an art of the heart. I’ve tried to distil their wisdom to create a leadership style that demands both excellence and deep empathy.

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

My advice is simple: Work hard, be smart, stay curious, and remain humble. The future of hospitality belongs to those who are sharp enough to embrace change but wise enough to value tradition.

A strong, cohesive team is your greatest asset: never take them for granted. And perhaps most importantly, stay humble. In this industry, nobody is irreplaceable, but the impact you have on people’s lives can be. Focus on being a leader who serves, rather than a leader who is served. If you take care of your people, they will take care of the business.