Meet Masanori Hosoya, Area General Manager for Marriott’s Luxury Properties in Indonesia

The Path to Multi-Property Leadership: Moving from managing a single property to an entire area is a significant leap. What was the most challenging aspect of that transition for you personally?

Initially, I found it challenging with being “physically control”  from each hotel, as I have always preferred a hands-on management approach. However, I have gradually come to accept this aspect of my role. Also, each brand has its own distinct culture and philosophy, so familiarizing myself with and adapting to these cultures can be a challenge.

The Motivation: What drives you daily in a role that requires balancing the distinct identities of multiple hotels while maintaining a unified regional strategy?

Each of our brands has a unique positioning, culture, and identity, along with its own strategic plan focused on sustainability. This plan emphasizes safeguarding the brand’s positioning, implementing a strong revenue strategy, developing talent, maintaining stakeholder relationships, and envisioning growth in all aspects.

It is essential to understand the various strategies and priorities while also considering regional approaches that contribute to the overall strategy and align with it. In my role, I focus on simplifying steps, so they resonate with each brand’s culture, making complex concepts easier to understand and communicate for effective execution.

Leadership at Scale: How do you maintain a personal connection with teams across different locations when you cannot be physically present at every property every day?

As the General Manager of Mandapa, a Ritz-Carlton Reserve, I make it a priority to attend the daily Line-Up each morning. This briefing, which takes place at all Ritz-Carlton and Ritz-Carlton Reserve properties, truly sets the tone for my day. Each of the other properties I oversee has its own General Manager responsible for daily operations. In my role, I proactively anticipate potential challenges that may arise, while aligning a clear vision to empower and support our diverse teams across the nation. This approach fosters collaboration, culture, and cohesion. I also travel frequently to meet with the team at each property.

The “Area” Culture: How do you foster a sense of “one team” across multiple hotels that might traditionally view each other as internal competitors?

It is important to cultivate a unified team culture to prevent individuals from feeling like rivals. By fostering synergy among team members, we can achieve greater success together. Marriott International has established a strong cultural norm that transcends countries, regions, and the globe. This includes a set of best practices across its brands and a robust business council that encourages collaborative activities where everyone works together, including the communities we serve. While there is competition in the market, these collaborative efforts lead to greater synergies.

Empowerment vs. Control: How do you strike the right balance between giving your individual Hotel GM autonomy and ensuring strict adherence to brand standards?

I believe that a culture of empowerment fosters excellence, encourages out-of-the-box thinking, and creates challenges that drive greater creativity. Innovation cannot thrive in an environment governed by one-way communication; therefore, an open-door policy is essential. Empowerment does not mean losing control. When a strong culture is established, empowerment brings significant benefits.

The Regional Vision: What is your primary strategic goal for your current area or region over the next 24 months?

Defining Success: Beyond RevPAR and GOP, what is the other metric you use to define whether an Area General Manager is truly succeeding?

I believe that growth is a key measure of success. As an area general manager, I understand that our owners are important stakeholders who play a crucial role in the development of new hotels and expansion opportunities. Engaging with owners is essential for our success. Furthermore, it is important to cultivate more leaders in the luxury sector to ensure long-term sustainability and promote growth in every aspect.

The Owner-Operator Dynamic: Managing expectations for multiple ownership groups can be complex. What is your secret to maintaining transparency and trust with your multi-property owners and management group?

Building trust and transparency through effective communication to align with the owner’s priorities.

Greatest Area Achievement: What project or turnaround across your portfolio are you most proud of, and what were the key drivers of that success?

F&B and Wellness Strategy: With F&B and Wellness becoming “destination drivers,” how are you innovating these departments across your region to stay ahead of the curve?

Food and beverage, along with wellness, play a crucial role in enhancing the guest experience at our resorts. We aim to develop a distinctive concept that reflects our brand while catering to the needs of our guests, thereby promoting a culture of wellness across all our brands. Some of our brands place a greater emphasis on wellness, while others present opportunities for improvement. We are carefully exploring ways to incorporate wellness into each brand’s identity. Our goal is to instill a wellness mindset in hotels throughout Indonesia while ensuring it aligns with the local culture. Our focus for food and beverage concepts is to weave unique narratives and embrace local cultural influences, creating distinct stories and artistry through our dishes and cocktails, while being authentic.

The Evolution of Luxury: How is the definition of “ultra-luxury” shifting in your specific region, and how is your portfolio evolving to meet the “new” luxury traveler?

We are witnessing a profound shift in guest expectations. Luxury is no longer defined by material excess, but by meaningful and authentic experiences.

Guests are moving away from the pursuit of the most expensive products and are instead seeking authentic local products and cuisine, particularly in gastronomy.

The key, in my view, is authenticity delivered with a strong sense of timeliness and relevance.

Future Predictions: What major industry disruptor are you keeping your eye on for 2026 and beyond?

Luxury is constantly evolving, and today’s travelers are seeking private, unique, and unforgettable experiences. This shift makes it essential for us to design offerings that cater to these desires. As competition grows both at specific destinations and globally, we must adapt to these expectations or risk losing our competitive edge.

People are increasingly interested in extraordinary experiences in remote locations, immersed in nature and culture, all while enjoying luxury amenities such as reliable internet, high-quality facilities, fine dining, and entertainment. The role of the destination is crucial. Wellness is also becoming a significant influence on how we eat, entertain, and live. Travelers are now more informed about health and are actively seeking healthier food and drink options. They desire experiences that can transform them physically, emotionally, and experientially.

With clear signs of climate change, individuals are becoming more aware of sustainability. Their instinct to protect the environment and support local communities is increasingly important. They appreciate hotels that prioritize environmental care and actively support the surrounding communities. Many travelers aim to leave a positive impact during their journeys.

Your Legacy: What impact do you hope to have had on the hospitality landscape of this region when you eventually move on to your next chapter?

I hope to see the team I worked with reach heights they never dreamed possible and sit at tables they never imagined would belong to them. Ultimately, their success will be my success, and I aspire to touch as many hearts as I can.