1. When you chose EHTP, did you do it because you felt you had a calling, or for other reason(s)? How did that calling become clear to you?
I felt a calling, as I know today, for everything related to hospitality.
At the time, I left a higher education course in Modern Languages and Literatures (French/English) at the Faculty of Letters of Lisbon because after one night at a university residence tertulia, a light bulb moment occurred. In the midst of a group of residents from various courses, after expressing dissatisfaction with my current course and listing a series of things I enjoyed doing, one of my friends present straightforwardly said:
"- Become a hotel manager," to which I answered, "- What do you mean?"
He told me he had a friend who was doing exactly what I liked and wanted to do it professionally, and who was now a hotel manager.
At that moment, everything became clear. I spent the summer studying mathematics to pass the entrance exams for EHTP and entered in 1987.
2. What are the main challenges a professional must face without any hesitation?
Do what is necessary for our team to feel that we are by their side.
Study and learn everything about the most current knowledge throughout life. Convey tested knowledge so that everyone feels valued. Ensure that the customer feels welcome in our "home."
Increasingly, working in hospitality is a demanding activity due to the intensity of our daily lives. But resilience and love for our profession allow us to move forward. And at the end of the day, we feel that we have made a difference when the customer smiles and says they have enjoyed spending quality time with us.
3. What was the biggest challenge of your career? Why?
Managing "my time" in my day-to-day life.
Because I always gave everything I have to my profession, and when you love what you do, you don't count the time spent at work to do what you want and develop your activity, supporting your team and being by the customer's side. However, on the other hand, we have a family and friends who want a share of our time. And they are entitled to that. So, we have to learn early on how to manage the various areas of our lives and the time we dedicate to each.
4. How does your organization stand out? What makes it unique? (What is your “unique selling proposition”?)
HighGate Portugal stands out for how it supports its employees. People First is the company's motto, whether for external or internal customers. I believe what makes it unique is the ability to attract good talents and know how to value them. The Unique Selling Proposition is thus People First. The excellence of service and the sustainability of our units continue to guarantee the quality of our establishments.
5. Please describe, if possible, one of the most ridiculous scenes you have dealt with throughout your career.
I was at Hotel Régua Douro with the film crew of a Portuguese filmmaker. At that time, the director of photography was in a very bad mood and behaved badly. He even destroyed furniture in the hotel lobby. At one point, after repairing the lock of his room several times, I told him I wouldn't fix it anymore and would leave the door open.
Not satisfied with that, the lead actress came to complain at the front desk, saying it was not acceptable for the gentleman to sleep with the door without a working lock.
The forementioned director of photography was standing next to me, trying to talk to me and criticize me in French, thinking I didn't understand.
Very calmly, I explained to the lady that I had reached the limit of my stock of locks (as he had already kicked the door lock three times) and that I would not repair the door anymore. It was Saturday, and nothing was open.
As I did not react to the insults of the director of photography, he grabbed me by the tie and started pulling. At that point, with my right hand, I moved his hand away from my tie and said in French, "excusez-moi!”
Immediately, I stepped back and went to my office. Shortly after, I asked to bring the production director to my office. In 10 minutes, the director of photography had to pack his bags and find another hotel because he was not allowed to stay due to his unacceptable behavior.
Obviously, he wanted to create a dispute between the director and himself to cause a serious problem. Then, he would make a complaint, putting the director in serious trouble if I had reacted violently to his provocation.
In these situations, it is necessary to stay calm, understand what the customer wants, and act, as in this case, in the opposite direction, resolving calmly and determinedly.
6. Do you have a life lesson you would like to share? Something that deeply marked you and contributed to your transformation as a person or as a professional.
We should always be willing to help others, without expecting anything in return. But every time I helped someone, I received a lot in return, even if it was not from that same person.
Life passes quickly!
Be good at what you do! Learn and teach throughout your life.
I know that after 32 years in hospitality, I love what I do! If I didn't love it, it would be a big waste of time.
7. What are your future professional plans?
I plan to continue working in the hospitality industry and, whenever possible, continue to act as a trainer to impart professional knowledge and share experiences from a lifetime of service in the hotel industry.
8. What advice do you have for current EHTP students who will soon be your peers?
Love your customers, be attentive to your teams, be demanding professionals, be part of the "family" of the hotel where you work. Don't forget to make time for your family and friends, ensuring time for rest.
9. What sentence would you like to end this interview with?
"Whoever wants an acorn, climb!"- Joaquim de Sousa
Note: interview article originally published in LOBBY magazine No. 03.
