Cover After more than 1.5 years as General Manager, Jesper Larsen remains dedicated to transforming the InterContinental Ha Long Bay Resort into a storyteller of the culture, history, and art of the heritage land of Ha Long
After more than 1.5 years as General Manager, Jesper Larsen remains dedicated to transforming the InterContinental Ha Long Bay Resort into a storyteller of the culture, history, and art of the heritage land of Ha Long
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Jesper Larsen’s love for the rich history and culture of Halong Bay has inspired him to turn InterContinental Ha Long Bay Resort into a destination that can both tell the heritage story and elevate the guest experience to encourage longer stays and deeper connections with the World Natural Heritage site
Being appointed the General Manager of InterContinental Ha Long Bay Resort in 2024 marks a significant milestone in Jesper Larsen's career. Having lived and worked in hospitality in nine countries and among many attractive global destinations, he still chose to commit to the resort right from the pre-opening phase.
Speaking to Tatler Vietnam, Larsen acknowledged that the opportunity to shape a resort from the ground up, embedding culture, sustainability, and brand DNA at its core, was professionally irresistible. As a heritage destination, a flagship brand, and a “blank canvas” for innovation, InterContinental Ha Long Bay Resort represents a once-in-a-career convergence for him.
After more than 1.5 years as General Manager, he remains dedicated to transforming the resort into a storyteller of the culture, history, and art of the heritage land of Ha Long.
Read more: Echoes of Elegance Exhibition: A Dialogue Between Tradition and Art by the Heritage Bay of Ha Long
Above Mr. Jesper Larsen, General Manager of InterContinental Halong Bay Resort
Mr. Jesper Larsen, General Manager of InterContinental Halong Bay Resort
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With over 20 years of leadership experience across demanding markets such as Europe, Japan, and South Korea, what is the core management philosophy and team culture that you are determined to bring to Ha Long?
I believe in human-centric leadership. Great hotels are built by empowered people, not just beautiful architecture. Working in Europe, Japan, and South Korea, I gained “cultural intelligence,” which means understanding nuance, discipline, and emotional service. I also understand that respecting a heritage comes with the responsibility of evolving it thoughtfully, not freezing it in time.
Along with that, I strive to build a culture of pride, curiosity, and ownership right from the challenging pre-opening phase. I encourage collaboration over hierarchy and train my teams to understand why we do things, not just how. We share a belief that luxury is delivered through care, not choreography.
As the world’s first international luxury hotel brand, how has InterContinental Ha Long Bay Resort balanced preserving its long-standing heritage with the expectations of today's luxury travelers?
I believe that heritage is not nostalgia, but a standard of thoughtfulness and depth. Heritage is something you reflect and become a part of. For example, heritage is reflected in our interior designs, with inspiration from old fishing nets or the colors of the ocean. Innovation is introduced where it enhances meaning, such as technologies that “disappear” or designs that speak softly.
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Ha Long has long been a global tourism icon, yet it has primarily focused on traditional sightseeing. How do you expect InterContinental Ha Long Bay Resort to contribute to upgrading the guest experience?
I think Ha Long and Quang Ninh province are so much more than Ha Long Bay. They also have beautiful food, mountainous areas providing some of the best apricots and herbs in Vietnam, magnificent caves, and a glorious history with the legendary Bach Dang River. And I think that’s the key: shifting the customer experience from “see and leave” to staying, feeling, and connecting so that when they return home, they can say, “I got richer from this experience.”
We encourage guests to have such slower and more meaningful engagement with the destination, thus positioning InterContinental Ha Long Bay Resort as a gateway for visitors to understand Ha Long, not just to view it. The hotel is more about coming in and enjoying the food; more importantly, it should be able to tell a story about the land you are visiting. We do this by introducing them to curated cultural, artistic, and culinary experiences that unfold over time. This is also how we manifest the modern spirit of “The InterContinental Life.”
Furthermore, our resort will act as a cultural and social anchor to gradually shift the image of Ha Long from an iconic landscape to a refined luxury destination.
Shifting the customer experience from ‘see and leave’ to staying, feeling, and connecting so that when they return home, they can say, ‘I got richer from this experience.
Gastronomy is considered the “soul” of luxury resorts. What is your long-term strategy for building a culinary ecosystem capable of becoming a standalone attraction for the resort?
We believe that gastronomy is a destination in itself, not a supporting function. It's a journey of discovering and celebrating local ingredients and produce of Halong, cooked in various contemporary techniques. We continue that journey out of each of our distinct outlets, connecting with the French, Japanese, and, from April, Cantonese cuisine.
We also collaborate with local chefs, artisans, and cultural custodians to create dining experiences that evolve seasonally and conceptually.
Don't miss out: Tatler Best Guide: 5 ideal vacation destinations for the new year 2026
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As sustainable tourism becomes an industry mandate, how will InterContinental Ha Long Bay balance the operations of a large-scale resort with the preservation of the World Heritage Bay’s ecosystem?
We consider protecting Ha Long Bay a duty, not a policy. Therefore, sustainability is embedded into the design, operations, and daily decision-making processes of the resort. Responsible sourcing, waste reduction, and energy efficiency are non-negotiables for us.
For instance, some people suggested we do the fireworks for the recent New Year's celebration, but I said no. Ha Long Bay is a UNESCO World Heritage Site, so maybe it’s better for the environment here if we do not do the fireworks.
In addition, a crucial factor in protecting Ha Long Bay, as I mentioned earlier, is elevating the visitor experience to encourage longer stays. It’s clear that one-day guests hurt the environment and the city a lot more than people who come and stay for three or four days. A positive sign is that we are seeing more foreigners coming to Halong and staying longer to explore the area. Many are surprised by all the culture that is in Ha Long Bay, because all they hear about is the cruise ships.
To retain tourists, I believe it's necessary to diversify experiences and destinations. We need more cultural and historic sites; that is, offering something different to everyone. I study a lot about the history of Northeast Vietnam, and I love the heroic and proud historical stories of resisting foreign invaders from the time of the Lac Viet people. I hope such stories will be shared more with foreign tourists.
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What positive impacts do you expect InterContinental Ha Long Bay Resort to create for the local community and the broader tourism landscape of Quang Ninh over the next five years?
We want to create meaningful employment and career pathways for local talent. Currently, about 60% of the staff at InterContinental Ha Long Bay Resort are local, and we aim to increase this number to around 80-90%. This will take time because there is such a shortage of labor force in hospitality in the region.
We are spending a lot of time in training and trying to work with local universities and education centers. We hope to make young people interested in hospitality and turn them into true hosteliers. One of our keys is to give back, because we are part of the local community.
Besides, we will support artisans, fishermen, farmers, and cultural practitioners. Ultimately, InterContinental Halong Bay Resort wants to be remembered as a catalyst for thoughtful and sustainable luxury tourism in Ha Long Bay and Quang Ninh province.
Thank you for your time and sharing!
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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 Trần
Head of Dining & Travel: Hong Dang
Photographer: Lê Lai, Trần Khoa
Producer: Giang Thảo, Joanne Dao
Videographer: Hải Phạm, Nguyễn Đức Kha, Tú Lê, Pham Gia Khanh
Editor: Xuân Phúc, Priscilla N., Trà My
Designer: Chau Duong
Marketing & Social: Joanne Dao, Pham Gia Khanh, Tat An Thuan
Stylist: Trần Công Lịnh, Long Ngọc
Makeup: Nguyen Huynh Nhi, Mai Mai, Vương Cẩm Thiên, Ngân Kim
Production Assistant: Huỳnh Hải Đăng, Tuấn Sang, Brian Nguyễn
Photo Assistant: Nhân Tomato, Võ Hoàng Huy
Video Assistant: Hùng Văn
Gaffer: Bảo Hoàng Nguyễn, Long
Stylist Assistant: Quốc Nam
Fashion: Canali
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