George Koumendakos, General Manager of Sofitel Legend Metropole Hanoi: “Emotional intelligence is the most important skill of a service industry leader”

Every renovation offers a chance to redefine identity. How do you define a memorable experience, and how is that philosophy translated through each transformation to ensure the feeling only deepens?

Our guiding principle in every renovation is not merely to upgrade the hardware but to craft an emotional journey where comfort meets storytelling, and heritage blends seamlessly with innovation. From the custom lighting design that shapes a unique atmosphere to the high-end bedding and Japanese smart toilets, every detail is curated to create a “touch-and-feel-the-difference” experience.

We’ve chosen Diptyque products for the bathrooms to elevate the sense of luxury. But what our most discerning guests truly appreciate are the nostalgic touches like the original wooden floors. These aren’t just features of the past; they’re elements of connection. Guests today seek more than comfort. They’re looking for meaning, for a sense of continuity, for moments that resonate.

The contrast between the Heritage Wing and the Opera Wing is also part of this philosophy. While one leads visitors back in time with its aged wooden corridors, winding staircases and nostalgic lobby, the other caters to the modern traveller with cutting-edge amenities, from smart plugs to high-speed internet, meeting the need for seamless connectivity.

Ultimately, our goal is to craft a space that tells its own story. Each renovation adds a new chapter, with every detail contributing to a guest experience that not only satisfies but also draws them back, inviting them to uncover deeper layers of meaning within these walls. The true distinction lies in the power to stir emotion, and that is what we continuously refine.

Tatler takes a keen interest in the intersection of art, culture and lifestyle in luxury hospitality. Could you share some of the cultural initiatives or experiences the hotel is developing to serve its high-end clientele?

Last year, the Metropole Hanoi curated a refined artistic evening featuring a performance by the Vietnam National Symphony Orchestra held within the hotel’s grounds. Twenty-five musicians performed Mozart’s Symphony No. 40 beside the pool, setting a romantic tone before guests were treated to a fine dining experience at the French restaurant Le Beaulieu, all seamlessly delivered as one luxurious package.

We also place great emphasis on partnerships with both local and international artists. Recently, the hotel hosted a photo exhibition featuring images of old Saigon by a Hungarian photographer and naval doctor who visited Vietnam in 1909. The opening of the exhibition coincided with the official state visit of the President of Hungary to Vietnam, and was attended by both the Vietnamese and Hungarian presidents. Previously, we have also regularly displayed works by French artists in the hotel lobby. Coming soon is a special showcase of Charlie Chaplin memorabilia. The iconic actor spent his honeymoon at the hotel in 1936, and today we honour that connection with a suite named in his memory.

At Metropole, we are always seeking art initiatives that align with the spirit and identity of the hotel. In the past two years especially, we’ve been connecting more deeply with Vietnamese culture by spotlighting a number of Vietnamese artists. This has resonated strongly with our guests. Sharing the artists’ biographies and personal journeys often receives very warm responses. Our guests feel they are encountering something singular, more than just a place to stay. That is always our intention.

You have lived and worked in many countries. How has your multicultural experience influenced you both in your lifestyle and in how you engage with people in a five-star hotel setting?

It has influenced me greatly, not only professionally but also in how I see the world. The more I travel and live in different places, the more open I become. I’ve learnt to embrace differences not just as inevitable, but as meaningful and enriching.

Every country I’ve lived in from Asia and the Middle East to Europe has taught me something about the art of understanding people: from their ways of speaking and behaving to their refined service expectations. These experiences have not only deepened my personal worldview but have also given me a stronger grasp of customer psychology, especially when it comes to guests from regions where I’ve lived or worked.

I believe that cultural understanding is the foundation of meaningful service. At the five-star level, the distinction is no longer in the hardware, but in the nuance of how one communicates and cares for each guest. I understand that a Japanese guest may appreciate respectful silence, while an American tourist enjoys friendly conversation. A guest from the Middle East may value privacy, whereas a European visitor might notice sustainability in the smallest detail. Yet, regardless of where they come from, what unites all discerning guests is the desire to be understood without having to explain themselves. That’s why emotional intelligence is essential to true hospitality. It’s what makes every guest, no matter their background, feel that they belong.

I often remind my team: emotional intelligence is the most important skill in the world of luxury service. It’s the ability to recognise what the guest is not saying, and respond with sincerity, flexibility and tact. At the Metropole, “no” is never the final answer. Once, an Arab guest requested a private party with a complex Halal menu with only three hours’ notice. The team quickly sourced a specialist supplier and transformed an on-site space into a bespoke venue. The result? Not only was the event flawless, it became a lasting memory that led to the guest returning multiple times. When faced with a seemingly impossible request, we don’t reject it—we ask: “How can we make this happen?”

Living among many cultures has also taught me the importance of being flexible in principle. We uphold five-star standards without resorting to rigid templates. A bouquet of lotus flowers for a Vietnamese guest, oolong tea for a Taiwanese visitor, or fine French wine for a European traveller: each offering is infused with the spirit of Sofitel Legend Metropole Hanoi, shaped by careful observation and thoughtful intention.

You mentioned your team. Can you share any cross-cultural experiences or lessons that have shaped your leadership style today?

“Lead by presence.” That is the non-negotiable tenet of leadership in luxury hospitality. I firmly believe that a five-star hotel leader must “lead by example by being on the ground floor every day.” When I walk through the lobby at 6 am to check breakfast service, or appear unannounced in the housekeeping department mid-afternoon, it’s not to oversee, it’s to observe, to listen with my own eyes. A slightly wrinkled tablecloth, leaves on the rooftop, or the way a bartender stirs a cocktail. These small details tell a story that no report can capture. The difference is always in the details, and often in the tiniest ones.

Each day, I ask myself: What can I do better than yesterday? A hotel is not something you can manage on a “keep it the same” basis. In this industry, if you’re not moving forward, you’re falling behind.

Leading by example, staying present, continuously evolving, and listening intently. This is the leadership philosophy I believe in.

Learn more about Sofitel Legend Metropole Hanoi Hotel

Generational differences pose significant challenges in human resources and brand management. What qualities do you believe young leaders need in order to preserve core heritage while guiding luxury brands into a new era?

Today’s younger generation is passionate, ambitious, and hungry for breakthroughs. With access to vast resources of information from an early age, they tend to know what they want and are willing to invest in their development. The role of predecessors like myself is to offer guidance, mentorship and perspective as they grow into the next generation of leaders in our industry.

I believe that to lead in hospitality, one must first understand its roots. That means beginning with the fundamentals: service, housekeeping, front desk, grasping how each link supports the whole. Once they have experienced these elements first-hand, they begin to understand the responsibilities of service. Only then can true leadership begin to form and flourish.

The previous generation often spent years progressing into leadership roles. Today, everything moves faster, and young professionals can sometimes become impatient, wanting immediate results. But to lead well, one must see the full picture: not only guest-facing roles, but also the relationships with owners, suppliers and the wider community. Strong leadership requires this holistic view.

In the near future, what are your plans for maintaining Metropole Hanoi’s status as an “iconic hotel”, especially in an increasingly competitive luxury market?

I believe competition is a good thing. It pushes us all to evolve and makes Hanoi an even more compelling destination. We are a heritage property, and no other hotel in Hanoi shares Metropole’s history. But that doesn’t mean we stand still. We are continuously integrating new technology, and we focus on attracting the best talent in Vietnam. The Metropole is a dream workplace for many, so we’re fortunate to draw the country’s top candidates.

We also work hard to communicate with both our guests and our community. By sharing what’s happening at the hotel, we keep people engaged and curious about what we do. We have been around for a long time, but we’re always looking ahead, refining our services, updating our offerings and enriching the overall guest experience.

I recently returned from a trip to Canada and the US where I encountered a number of fresh ideas. I always take photos, jot down thoughts, and ask myself: “If it worked there, could it work at Metropole?”

And often, the most creative ideas come not from grand hotels, but from small, independent restaurants. They may not be widely known or large in scale, but they possess an originality and attention to detail that is truly inspiring—and often missing from larger operations.

Just a small example: while staying at the Fairmont Peace Hotel in Shanghai, I noticed something thoughtful: slippers in different sizes. For guests with large feet, size 46, for instance, the slippers were automatically swapped for a larger pair, rather than the standard size provided at most hotels. I had never seen this before, and brought the idea back with me to Metropole.
Another time, at the Fairmont Toronto, I discovered a shower fragrance capsule similar to an espresso capsule. You insert it, twist it, and as the water flows, the scent is released. I’d never encountered this before, and we’re now researching how it could be adapted here.

It’s all about innovation, creating distinct experiences, and being open to change. I believe that if you simply maintain what you already have, you’re falling behind. As a manager, you must challenge yourself each day—to think differently, to act boldly, and to do better than the day before.

Article published from the original article in Tatler Vietnam, June 2025 issue

NOW READ

Small talk at Regent Phu Quoc through the perspective of General Manager Sriram Kailasam

Namia River Retreat Founder: “Honouring Vietnamese traditions is at the core of identity”

Mia Saigon’s Trinh Tran: Balancing motherhood and leadership