LEADER - EUGENIO PIRRI, C-SUITE LEADER & CULTURE CHAMPION: "WE AREN’T JUST GIVING JOBS. WE’RE GIVING PEOPLE A PURPOSE"
From room attendant to industry leader, Eugenio Pirri's 37-year journey in hospitality showcases the power of authentic leadership, cultural diversity, and people-centric operations. |
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LEADER - EUGENIO PIRRI, C-SUITE LEADER & CULTURE CHAMPION: "WE AREN’T JUST GIVING JOBS. WE’RE GIVING PEOPLE A PURPOSE"
From room attendant to industry leader, Eugenio Pirri's 37-year journey in hospitality showcases the power of authentic leadership, cultural diversity, and people-centric operations. |
Category: Worldwide - Careers
- Interviews and portraits
- Career - Interviews - Industry leaders
Interview made by Sonia Taourghi on 2025-03-14
 Eugenio Perri is a recognised luxury hospitality leader and a fierce champion of belonging and culture
Photo credit © Sonia Taourghi / Journal des Palaces
After studying Tourism & Hospitality and Employment Law and Human Rights in Vancouver, Eugenio has built a reputation as one of hospitality's most forward-thinking executives. His 37 years of experience paint a fulfilling path from housekeeping to the highest leadership positions. Starting as a room attendant, his journey took him through food and beverage, rooms division, finance, and ultimately, 25 years in people and culture roles. After joining The Dorchester Collection as VP of People and Organisational Development in 2011, his 13 years in the group culminated in his joint-CEO role until last winter. Throughout this impressive trajectory, he has maintained that operational knowledge is the backbone of effective leadership.
Known as a passionate champion of belonging and culture, Pirri has consistently advocated for creating environments where employees find purpose beyond simply "giving jobs." This philosophy has guided his approach to hospitality management, emphasising that hotels aren't just businesses – they're communities that affect lives, families, and broader social circles.
Pirri's reputation in the industry is that of a transformative leader who understands that exceptional guest experiences are impossible without first creating outstanding employee experiences. His human-centric approach has influenced countless professionals and organisations, making him one of hospitality's most respected voices on culture, leadership, and the future of luxury service.
What does the future hold for Pirri? Let’s find out in this exclusive conversation.
Journal des palaces: You've had an impressive career spanning various roles in luxury hospitality. Which part of your journey shaped your perspective on the industry?
Eugenio Pirri: The wonderful thing about the hospitality industry and hotels in general is that you can take so many different avenues. You don't have to follow one career path, and that's what I love about it. I think that really shaped my perspective because when I was younger, I was a risk-taker, keen on learning and trying everything there was to discover in the industry.
I think this nurtured my love for how the industry developed, and my career developed because I started as a room attendant in housekeeping. I didn't love it, although I loved the camaraderie, the teamwork, and how they made me feel like a family. That led me to food and beverage, which I preferred because I enjoyed much more of the customer interaction.
However, what I took from the housekeeping department was the pride I felt from collaborating with many departments and working as a team to accomplish something. I applied that in food and beverage, and then when I moved into rooms division. Then, in finance, I used the concept that we're part of something much larger than our individual roles and how our work affected the entire hotel operation.
So, every single pathway along the way, you take something, you add it, and you, as a person, become much more layered. I think this is precisely what the industry needs. I am very blessed that I was able to move into management and leadership positions over the years with a strong operational base. Although I spent 25 years of my career in people and culture on the human resources side, I always felt it needed to be operational and the idea that we're here contributing to something. We weren't just giving jobs. We were giving people a purpose.
Has a particular moment or challenge fundamentally changed your approach as a hotelier?
I don't think it's about a moment. It's more about seeing your direction and where you're going. You know the role you're doing, and then you sort of sit back, and you decide this is the path I'm enjoying, or is this a path you're not enjoying - is the path you want to take or not take.
I don't think there's anything wrong with making a call, moving forward, thinking that's the direction you want to go in, and then realising, "Actually, this direction is better." I believe this is natural. I always say this to young people entering the industry: you should take the opportunity to work in multiple departments now and find out what you really love.
Even if you don't like something, you've enhanced your skills, talents, and experiences. This will serve you well in the long run. There are specific jobs that I don't think I'd want to do again. I worked in the kitchen for a while – it's not my thing, but I'm glad I did it because I learned about the struggles of working in the kitchen. I learned about the importance of speed, attention to detail, and the fact that people eat with their eyes first. You learn some skills that can be applied years and years down your career that never change.
Luxury hospitality continues to evolve rapidly. What are the most significant changes in guest expectations over the past decade, and how are truly exceptional properties differentiating themselves today?
I think there are two ways to look at that. The first way is what I call the table stakes. There's an expectation now, and for many years, we've been talking about the importance of experiences – that people understand they're more than just service. This is no longer a trend, this is no longer something new; it is just what needs to happen.
I caution many hoteliers and people from thinking, "Oh, we must create this experience. We need to create that experience." This is now just a standard expectation. What you need to think more about for the future is how guests want to do business with you – whether that's through service points, quiet luxury or even the right amount of technology. I say the right amount because some people love technology, but others still want interaction.
So, what makes sense for your business and your core DNA? Technology, as an example, can be a fantastic enabler, allowing employees time to engage more with guests and making things easier. The future and the legacy aren't about always adding more services, spaces, employees or more. They're about understanding that we are blessed with so many five-star hotels; the difference is how customers feel when they come to you. How are the employees getting to understand what's important to them?
It's about consistency – I want to know that the coffee always tastes good, the water is hot, and that if I need something, it happens. Other people want to be wowed every time like it's their birthday every day. So, understanding that about the guest is really important.
What excites me about the future is the potential for partnerships and collaborations, as well as sustainability and eco-consciousness initiatives. The future will centre on creating integrated experiences – connecting shopping, accommodation, dining, and more – so guests enjoy a multidimensional journey rather than isolated moments. When these elements collaborate effectively, the overall experience becomes exponentially more powerful.
What trajectory will the luxury hospitality industry take over the next 5–10 years? Are there emerging markets, technologies, or experiential trends that you're particularly watching?
Technology is continuing to evolve. Nowadays, you can partner with companies to enhance your technological capabilities. I've been a big believer in technology my whole life. Social media plays a crucial role, as does giving guests the tools to craft their own experiences, which provides valuable insights for hoteliers. If this is what your guests are looking for, you have that information, and you can make that happen. You just have to understand how it fits into the DNA of your company. Many hotel companies think, "Oh, we'll just create an app." That's not necessarily how your company or your guests want to interact with you – it could be a waste of time. However, there are certain aspects of clients that do want that. So, where do you find that happy medium? And if you're not going to offer it, how do you then ensure your employees' mindset is going to deliver that? I think that's important.
Outside of that, you can never underestimate the importance of creating an environment where the employees have purpose through diversity, inclusion, and belonging. I know that's sort of under attack on the global stage in some countries at the moment, which is unfortunate. The point isn't about a checklist approach to diversity and inclusion. The point is to ensure that everyone working with you comes from different beliefs, values, backgrounds, and cultures and that they feel comfortable and still understand their purpose in achieving the vision.
Going back to your future question, this is where the community has a big part in the future of hospitality and hotel companies – being much more than just somewhere that does hospitality business. What do you mean to your community? How are you engaging with your community? It's not just about wanting to get your community in your food and beverage outlets. It's much more than that. It's also about understanding through charity, sponsorships, and working with lesser neighbourhoods in your community. There are many ways that your company can become part of the community and feel like it's contributing back and forth. And when you think about the new generation of people coming in, they want to understand that and feel like they're making a difference.
What advice would you give to young talents entering luxury hospitality today who aspire to leadership positions? Do you believe particular skills or mindsets will be crucial for the next generation?
Firstly, the young generation is on their own journey. The first piece of advice I would give is not always to know what you want. I think we live in a time when it's challenging for a person, especially a young person, to say, "This is what I want to do with the rest of my life." They think differently than we did in my generation or my parents' generation, and that's a good thing. I think we need to embrace that.
What I love most about this generation is that they like to take risks. They're willing to try different things. Opportunities are there, but I will say this: for us as the employers – the corporate world, private sector, public sector, whatever the case may be – we must be willing to allow that risk to happen, and I don't see enough of that yet. We still put people in a job, and if they don't do well, we let them go, which still baffles me. Employees are hired for their qualities and potential, so if they struggle, it’s up to the company to train them and find the right opportunity for them. Hotels have thousands of jobs available all over the place. Don't be bound so much by time. I've seen people do extraordinary things in one year and others do amazing things for 10 years. Time should never be a measuring scale for efficiency.
I think this generation has a voice. I know sometimes my generation or other generations don't like it. They just want people to get on with it. Eventually, they will run our business, so we must embrace their perspectives now. We need to be open to it. We need to take the risks. Not only that, but we must sometimes adopt their ideas, even if there's risk around them. My years of experience should help mitigate some of that risk. We should be able to meet in the middle.
For the young generation, I will say if there is an opportunity, take it. Don't be afraid to raise your hand and say, "Yeah, okay, I'll try that job", or "Yeah, okay, I'll go to China." This is the time to do it. We all come to a point in our lives where it's more challenging to take those leaps, so if you can do it now, do it. Keep learning, keep growing. This is a fantastic industry. Yes, it has its ups and downs, like every industry, and yes, it never stops. But it can be so rewarding, and we're still an industry where you can come in, start at the bottom and make it all the way to the top. Not all industries are like that. Look at me – I was a cleaner, made beds and cleaned bathrooms, and rose all the way to the top. It's so exciting.
What have been your most valuable lessons throughout your career?
I would say two things. First, never underestimate the importance of your culture. Understand how you want to define it, bring it to life daily, and weave it through so it becomes a part of your DNA. I see this when talking to so many companies now – how they can't define their culture. I always find that slightly surprising because you ask your employees to sell the dream. Still, if you can't physically and adequately educate them, there's a concern there.
Second, don't underestimate the importance of developing your people. The more you invest in their growth, the more confident they'll become in carrying forward your vision. Employees are the backbone of your business – equipping them with the right tools, resources, and education and empowering them to make decisions will distinguish your organisation in an increasingly competitive landscape.
Can you share insights into any current or upcoming projects you're passionate about, whether within hospitality or other ventures?
That's a great question and one that I'm still not a hundred per cent sure I know how to answer. The luxury industry is so much more than it was ten years ago, five years ago, or even two years ago. Now every business understands the importance of the luxury industry; every business wants to be able to have a part of it.
Although I've spent the last thirty-plus years working in hospitality, I'm very curious about the luxury aspects of other businesses and industries, whether retail, airline, private medical, or educational institutions. So, right now, I'm just having several conversations. I've been enjoying my time off - I'm not going to lie – it's been truly wonderful to have a break after 37 years.
Right now, I'm just weighing my options and seeing what's next. A few opportunities have presented themselves, but they haven't felt like the right fit at this particular point. I feel confident it will happen when it needs to, and until then, I will keep enjoying the luxury world. I still love going to hotels – anybody who knows me will know that.
Now that I'm on the other side and almost like a full-time customer, I see the industry, I see the excellent parts of it, and I see the opportunities for it, too, which is really exciting because I think the industry can just continue to get better and better.
 Eugenio Perri won a prize as "Most OutThere Champion - Special Recognition" at this year's Experientialist® Awards by OutThere
Photo credit © Sonia Taourghi / Journal des Palaces
 Eugenio Perri receive his trophy from Urwen Jong and Martin Perry, co-founders of OutThere for his title of "Most OutThere Champion - Special Recognition" at this year's Experientialist® Awards by OutThere
Photo credit © Sonia Taourghi / Journal des Palaces
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