Although her career had been in finance before she took the reins of Rosewood Hotel Group in 2011, Sonia Cheng grew up in hotels—literally. As a child, she lived in the Regent Hong Kong, a hotel managed by her dad and developed by her grandfather, who started New World Development, the parent company of Rosewood Hotel Group. In her 10 years as CEO of the group—which includes Rosewood Hotels & Resorts, Khos, and New World Hotels & Resorts—she has added 34 properties to the portfolio, with 25 more set to debut over the next three years, including Rosewood São Paulo this fall. Cheng has also launched an integrative wellness concept, Asaya; debuted the Rosewood Explorers Club, inspired by her travels with her four children; and introduced a members club, Carlyle & Co., in Hong Kong. What advice did her progenitors offer? “Just focus on your people,” she says, calling from Hong Kong one February morning. “Don’t worry about the rest.”
On how the pandemic has changed travel
“Consumers are looking for more exclusive and private travel. We’re seeing stays be longer than before, and less transient, so we are working on room design and our facilities: How can we accommodate and be more conducive to longer stays in the room—where they can do videoconference calls, where they can make it even more like a second home. And then, more than ever, people are looking for brands that have a very strong sense of purpose, that support sustainability and give back to the community.”
On teamwork and transparency
“I strongly believe that the success of a company is not because of one person; it has to be because of the team. I spent years in private equity and investment banking; when I joined the company, I had no hotel experience, so if it was not a collaboration, I don’t think we would be where we are today. I believe in transparency. If I want to know what’s happening in the company, then I’m sure that everyone else who’s passionate about this company would want to know as well. Since the pandemic, because we couldn’t meet face to face with our team members, we created more town halls, we created dialogues, we created videos to ensure that people are updated in terms of what is happening in the company. When there is clear communication, there’s a sense that this is our company, not just my company.”
On forming relationships
“True hospitality springs from creating relationships with your team members, with your guests, with your partners, with your communities. It’s not just a service industry where it’s one-way. I’ve always believed that that kind of relationship will be so much more powerful than any loyalty program, because it really comes from your heart. When new people join, at orientation I say, ‘Think about your guests or your team members like you’re hosting your very good friend at your home. Naturally, you will go out of your way to make sure that person is really comfortable. You would already know what they like to eat. You would notice their moods. You’d notice if they’re cold or hot, without them saying.’ If you treat every guest and every associate that way, then, to me, it’s magic.”
On her approach to wellness
“Wellness is going to be a bigger and bigger trend—I think the pandemic actually accelerated it. People are prioritizing what is important in their life, and I think their own well-being is at the top. That’s where Asaya comes in. It’s an integrative wellness concept that takes you through a journey where you discover yourself. It’s not just about spas or facials or manicures; we still do all of that, but it’s deeper. Whether it’s nutrition, whether it’s emotional wellness, whether you just had a baby and are suffering from post-partum [issues], we come in and help support you. We built a place for people to have serenity.”
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