Cover Tổng Quản lý Hilton Saigon Andrew Nisbet là một nhà lãnh đạo dày dạn kinh nghiệm với hơn hai thập kỷ cống hiến cho thương hiệu Hilton Hotels
Tổng Quản lý Hilton Saigon Andrew Nisbet là một nhà lãnh đạo dày dạn kinh nghiệm với hơn hai thập kỷ cống hiến cho thương hiệu Hilton Hotels
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Hilton Saigon's General Manager, Andrew Nisbet is a seasoned leader with over two decades of dedication to Hilton Hotels & Resorts
As General Manager of Hilton Saigon, one of the city centre's newest luxury hotels, he channels his love and devotion to the craft into a leadership philosophy that fosters an environment where guests and team members alike experience authentic connection and genuine care.
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The Evolving Times
The hospitality industry is seeing an influx of Gen Z and Gen Alpha talent. How do they differ from previous generations?
The older generations, they always think they know everything and aren’t willing to change. Sometimes, that conservative mindset makes it difficult for them to work and embrace improvements. While younger generations may not have as much experience, they’re very confident and willing to experiment. With that spirit, they bring tremendous value and push things forward very fast.
Above General Manager of Hilton Saigon, Andrew Nisbet
General Manager of Hilton Saigon, Andrew Nisbet
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How do you work with these young people? What advice do you typically give them?
I always encourage them to express themselves. I particularly don’t impose myself on them. I can share knowledge and offer advice based on experience, but I hope they’ll absorb it selectively, then use their own capabilities and confidence to chart their own path. You know, we all learn from many people throughout our lives. That adaptation, that learning and changing - that’s the beautiful process I’m delighted to be part of.
If there’s one piece of advice, I always tell them they must be visible. Working in hospitality, you can’t stay behind the scenes forever. You must be present, lead by example, be in front of customers, so everyone can see that you’re the leader, the one who will take this organisation forward, and make others willing to follow you. Become a role model for others and don’t be afraid of that responsibility.
But this is the era of AI. Is maintaining human presence becoming increasingly challenging?
Not at all. I believe AI plays a significant role in our industry, but it cannot replace anything, especially human hospitality. It cannot replace the heart. You can teach a hotel employee about operations and procedures, but you cannot teach them hospitality. Because that’s something inherent in a person who wants to pursue service.
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Could you give me an example?
Say you’re handling a complaint from a guest. You don’t just need to listen and understand - you must empathise with them. It’s not just about mediating over a cup of cold coffee, because you must genuinely sense what the person in front of you needs. I don’t think AI can do that. In any conversation, what people are always seeking is connection, and someone who understands the needs they don’t voice. That’s the spirit of genuine care. Machines can only execute procedures; they don’t have care. But humans do. And that’s why we chose this industry - because we care and want to bring something beautiful to people.
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The Love and Philosophy
Speaking of people in service, when was the moment you realised this was your calling?
Initially, I didn’t study hospitality. I did many different jobs. Then one day, I went to a hotel that had just opened and they were hiring. So I thought, “I’ll just go in.” And I walked through that door. On my first day at work, as a waiter in room service, I immediately knew I loved working in a hotel. I loved connecting with people. It was a wonderful job and it captured me ever since.
That passion has taken you to leadership roles across diverse properties. After guiding teams in multiple markets, what was the pivotal lesson that reshaped your approach to leading in multicultural environments?
Embrace adaptation and immerse yourself in the local community. That was my first revelation. The second: maintain humility at all times. I may possess considerable expertise in this industry, but I will never claim to know it all.
What is the one habit you believe is even more important than a leader’s technical expertise?
I always emphasise hospitality, because that’s the essence of this service industry. Be friendly, honest, and welcoming to everyone. Without these qualities, you cannot work in hospitality. Do you think these can be trained? No, I believe it’s something you have to be born with. That’s why you’re drawn to the work of serving others. The people that last have hospitality in their blood. That’s how I feel.
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Since returning to work in Vietnam, have you noticed any difference in the mindset of young leaders compared to five or ten years ago? If there’s one quality these individuals need to actively cultivate, what would it be?
I notice that today’s employees have tremendous motivation to accumulate knowledge, experience, and ambition to pursue great achievements. They always have abundant energy to move forward, and that gives me great faith in the future. I only have two things for them: be humble and learn how to listen.
The Convergence
Situated at the crossroads of Saigon’s history and modernity, how can Hilton Saigon become a “living storyteller” of the city rather than merely a place to stay?
One thing we’ve learned so much from the land and people of Vietnam is hospitality. The sincerity and warmth in how they welcome people from everywhere always gives me a strangely familiar feeling, and I want to bring that into my hotel.
And how will Hilton Saigon balance that with the Hilton’s global standards?
Our Hilton vision is “To fill the earth with the light and warmth of hospitality” and to do that, we need the distinctiveness of Vietnamese hospitality. Brand standards serve as a comprehensive blueprint for a brand's identity, ensuring consistency and cohesion in how the brand is perceived by its audience. Outside of core standards, there is flexibility to ensure we embrace the identity and uniqueness of the countries and communities we operate in.
Our Hilton vision is “To fill the earth with the light and warmth of hospitality”.
In an era where luxury experiences are increasingly easy to replicate, what about this work keeps you up at night?
I’m always thinking, during different weeks and different months. Mainly about major decisions for the hotel. Are we ready for significant upgrades? Are we on the right development path? There are many issues that keep me awake for nights on end, until we find solutions. And… not all decisions made please everyone. Those are very difficult moments, so I always have to ensure fairness for all. That requires the ability to coordinate resources and people.
Imagine that in about 15 years, a former intern at Hilton Saigon becomes General Manager here. When they say, “The most important lesson I learned from Mr Nisbet was…” How would you want to complete that sentence?
First, that General Manager can call me Andrew, not Nisbet, because my name is Andrew. Second, the most important lesson they (might have) learned from me is this: Lead others the way you would want to be led.
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Looking back on your career journey, what do you hope people will remember about you?
I want people to see that I was approachable, cheerful, understanding, and that they enjoyed being around me, as well as felt happy working at this hotel. Yes, there are many good things I want people to say about the hotel. And I want this place to be thought of as a wonderful destination, because here, everyone is connected and cared for with unparalleled hospitality - an experience they would be hard-pressed to find elsewhere.
Thank you for this conversation.
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Best of Asia 2026 marks the first time Tatler Vietnam brings together thirteen General Managers of Vietnam’s leading hotels and resorts on the January cover. This moment reflects a powerful shift within the hospitality industry as Asia enters a period of profound redefinition. Today, the leaders behind global brands are no longer merely operating systems; they are collectively shaping new benchmarks for luxury hospitality in Vietnam.
This January cover captures Tatler’s vision of industry leadership: transcending competition to assume a shared responsibility for preserving experience, standards, and the enduring stature of the art of hospitality, positioning Vietnam as a leading destination in Asia.
Tatler is proud to present thirteen features - thirteen touchpoints between thought and emotion, guiding readers from iconic destinations to East–West culinary dialogues, from international standards to local spirit, from sustainability philosophies to an aesthetic distilled in every detail of service.
Originally published in the January 2026 issue of Tatler Vietnam
CREDITS:
Editor-in-Chief: Nikita Chu
Art Director: Andy Tran
Head of Dining & Travel: Hong Dang
Photographers: Le Lai, Tran Khoa
Producers: Giang Thảo, Joanne Dao
Videographers: Hai Pham, Nguyen Duc Kha, Tu Le, Pham Gia Khanh
Editors: Xuan Phuc, Priscilla N., Tra My
Designer: Chau Duong
Marketing & Social: Joanne Dao, Pham Gia Khanh, Tat An Thuan
Stylists: Tran Cong Linh, Long Ngoc
Makeup: Nguyen Huynh Nhi, Mai Mai, Vuong Cam Thien, Ngan Kim
Production Assistants: Huynh Hai Dang, Tuan Sang, Brian Nguyen
Photo Assistants: Nhân Tomato, Võ Hoàng Huy
Video Assistant: Hung Van
Gaffer: Bao Hoang Nguyen, Long
Stylist Assistant: Quoc Nam
Fashion: Canali
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