INTERVIEW

You arrive as a guest, leave as a friend, and come back as family

 

Cavaliere Giovanni Viterale is an Italian 'ambassador' extraordinaire who uses football as a metaphor for business. As Cluster GM of a Raffles and a Sofitel — both on Sentosa —he insists, "We must be visible." For him luxury is a "feeling".

December 2025/ November 2024/ October 2019

SEE ALSO Franz Donhauser | Novi Samodro | Choo Leng Goh | Maria Helena de Senna Fernandes | Iwan Dietschi | Anchalika Kijkanakorn | Hans Jenni | Carina Chorengel | Peter Caprez | Louis Sailer | Richard Greaves | Ruby Garcia

With a genial avuncular face, deeply lined with liquid eyes that always appear lost in thought, Cavaliere Giovanni Viterale is the quintessential hotelier, poised, exquisitely attentive, warm and unflappable. But when he speaks, softy and with authority, his mind is racing, fixing problems, eyes darting, surveying the linen, the tea, his guests… He is a stickler for quality, a people person, much loved by staff. These days he is transfixed by a giant 100-year-old ficus tree that welcomes guests. "Kids love this immersive nature," he says, beaming. Viterale was awarded the Order of the Star of Italy in August 2016 – hence the ‘Cavaliere’ title – an honour he carries lightly without pomp but with deep respect. After all, he is now a designated Italian ‘ambassador’ spreading his country’s special spirit around the world. Cluster General Manager of the new Raffles Sentosa Singapore and the lush Sofitel Singapore Sentosa since Febnruary 2022 (and formerly running the Fullertons), he covers a vast acreage of prime escape real estate where peacocks strut. In his quiet way, Viterale has put his ‘stamp’ on things. Editor Vijay Verghese began this conversation with Cavaliere Giovanni Viterale in October 2019 in Hong Kong and picked it up again November 2024 and then December 2025 on Sentosa to talk about luxury, millennial guests, Gen Z staff, and the changing face of travel.

Smart Travel Asia December 2025: What have been the challenges with this very contemporary spinoff from the traditional Raffles brand image?

CAVALIERE GIOVANNI VITERALE: I see opportunities setting new benchmarks in hospitality with an incredible team. We welcome all travellers. [Looks out thoughtfully and makes a gesture with one hand] They arrive as guests and leave as friends. This is the key point. Yes people do sometimes compare heritage  vs contemporary. Our spa, housed in a beautifully restored heritage building, blends historical character with contemporary elegance. But in the end we are trying to make lasting memories and our team is geared to deliver this. With a new property, every day we see things we can improve. In hospitality there are always ways to improve. We need to change and move forward with the changing times.

STA: How do you see the resort's evolution?

CGV: We are happy with our direction. But I feel good is not good enough [emphasis]. We always have to do more. Our focus remains on continually evolving, refining and innovating.

STA: Have guest expectations of luxury changed?

CGV: In today’s age things have dramatically changed. People want tranquillity. They stay at the best hotels around the world and enjoy great facilities — so we always need to stay ahead. What has changed is the experience [brows furrow]. Here we offer an immersive villa-and-nature environment. We are fortunate to have our legendary butler service, which elevates the experience and provides highly personalised service. We maintain the ratio at about one butler per villa or one for two.

STA: How do you find and train your butlers in these times of high hotel staff turnover?

CGV: It’s not just about finding the right people, it’s also about offering a career path, for success. We show that to our staff and it slows turnover. We are fortunate to have a loyal and dedicated team. In fact a few who left earlier due to personal reasons want to come back. And we try to accommodate them.

We started with a new team of butlers with rigorous training pre-opening. We did this from scratch. And we recruited from various backgrounds… maybe someone with front office experience. We need the right attitude, not just the skills. A great attitude creates a great butler.

STA: Do you have lady butlers too?

CGV: Yes we do.

STA: I've asked this before but is it harder working with or training younger Gen Z staff who are wired quite differently?

CGV: We have a new generation of very smart people and they have a strong desire to succeed. We need to adapt to their generation. Not the other way around [wry smile]. They are so quick. We need a great combination of Gen Z speed and older staff with knowledge and experience. The younger generations have natural tech expertise. They are communicative and talk about feelings too. So we need to listen and learn from them too.

STA: In all our chats over the years we have returned to your characterisation of the GM as a football striker who scores the goals. Do you still believe this is the prime focus?

CGV: [Smiles] Well, I believe you need a very good goalkeeper as well to stop the ball going into your net. This is the role of a good finance person. These days it’s not enough to just be the upfront striker. Now we operate as a combination of different generations trying to create the best team. In football too, it’s the strength of the team that counts. These days the moves are faster and there are more goals being scored. Gen Z helps us move faster.

STA: I’ve asked you this before but how have things changed since the old days of clockwork Swiss hoteliering?

CGV: A long time ago hotel people simply looked for skills and background. Today skills and knowledge are still important of course, but staff attitude is the most important attribute. The hotel is a coach trying to create the best energy for the team.

STA: These days guests are looking for authenticity. What exactly does this mean?

CGV: It’s about people and service. It means nothing if you don’t know what your guest wants. Let’s say it’s traditional amenities. This could be authentic for some. Or maybe not. We need to anticipate needs and offer what the guests want. It’s not about quantity. In the past it was all about giving stuff to guests.

STA: How do you balance a high level of service and human interaction with the guest need for privacy and seclusion?

CGV: Again, this goes back to understanding our guests and engaging with them even before they arrive. This shapes our service. Some guests have specific requests — maybe they don’t want turndown or housekeeping services for the day. We follow what the guest wants not what we think is good.

STA: Are there synergies with the Sofitel Singapore Sentosa next door?

CGV: Yes, definitely [face creases into a broad smile]. There are benefits from having two great Accor brands side by side. We have 62 villas and this is unique for Singapore. Some people may require just rooms, or suites for an event. So we can add space depending on the need. A Raffles Sentosa guest can visit Sofitel for a great meal and vice versa. Many Sofitel guests will stroll across for top Chinese cuisine at Royal China.

STA: Buggies are often a buggy issue at many resorts with traffic, problems with ease of access, and delays. How do you handle these issues?

CGV: I don’t see it as an issue. It’s an experience. Kids love it. With a small drive to the restaurant it offers a sense of going out somewhere and feels special. We have 20 buggies for events and plan in advance to ensure a good flow.

STA: You mentioned kids. Is there something for them at Raffles Sentosa?

CGV: We have an amazing colleague here looking at elevating the kids’ experience with activities like understanding nature and exploring our inhouse farm. There are so many flowers and trees across our 100,000sq m grounds. This surrounding nature is quite immersive for them — we have a great many birds, and wandering peacocks, all with names [amused]. It’s not a formal kids’ club. This is a personalised experience. The arrival is special for youngsters with much curiosity over our 100-year-old giant Ficus tree that is at one side of reception. We teach them about the history of these trees, which originally came from Johore.

STA: Some great hotels are design driven, others are purely practical and demand driven. Where does this resort sit on this scale?

CGV: We are the only all-villa resort in Singapore. Each villa is a private sanctuary with a pool and terrace, beginning from 210sq m. So our design is certainly one attraction but people remember feelings. Design on its own is not enough. It’s the experience. Great design must be combined with warm hospitality.

STA: Is a city escape like yours competing in a sense with luxury resorts in Bali and Phuket? How do you manage that?

CGV: Yes our competitors are very much in Bali, Phuket and around Asia. This time of year Singapore residents might say, ‘Let’s spend Christmas in Bali.’ But then for a family of four they start looking at travel time, flight timings, airport queues, cost, local traffic getting to their resort and, by the end, they’ve lost a day of their holiday. So, many think, ‘What about a stay at an equivalent resort right here in Singapore?’ Singaporeans love staycations. And we are a few minutes’ walk from Tanjong Beach with many excellent activities. We operate a tranquil well-positioned retreat just minutes from Singapore’s city centre and the airport. International visitors too often look at combining a short break in Singapore with another Asian destination.

STA: What is the feel you are aiming for? Formal or informal luxury?

CGV: We offer a home away from home, not stiff rigid hospitality. Luxury today is not defined by opulence or excess, but by how it makes you feel. The sense of connection, serenity, and belonging you take away. As we like to say, ‘You arrive as a guest, leave as a friend, and come back as family [grins].’

Smart Travel Asia, Sentosa, NOVEMBER 2024: How do you train young Gen Z staff?

CAVALIERE GIOVANNI VITERALE: At any age, 25 or 65, especially Baby Boomers and above, people have advanced and adapted to the age of AI and technology. So things are not much different. We keep a good balance of traditional service and the modern.

We try and find a balance between generations. Whatever their age, guests today don’t need to learn how to use facilities in their rooms any more. They’re invested in new technology. But we have to deliver the same hospitality.

STA: What does this mean for your operations?

CGV: For staff it starts with recruitment. For someone my age who is a bit more senior it’s good to have younger staff to balance traditional skills. We need to move forward. That means we need youthful energy and experience. We cannot look at younger people as if they’re from a different planet [laughs, then gets serious again]. Everyone plays a part. The combination of age and youth is useful. Youngsters are motivated and passionate. They are faster at things. They get oriented quicker and are very smart.

STA: What about the old Swiss hoteliering style of discipline and marching in lockstep?

CGV: We still need discipline but we need to react faster. The training of say four months in the past, can be compressed into two months. The younger generation learns much faster. Look around… supercars are driving faster [grins]. This means drivers today need to adapt as well. When it comes to our staff mix we see that youth complements age.

STA: Is the classic lobby cruising hotel general manager dead?

CGV: No, it’s still very, very important for the general manager to be visible [shrugs and gestures with his hands]… also the key department heads. They should not just say “Hello” to you [the guest], but they need to regularly assist frontline staff in their work and provide moral support.

STA: How much empowerment is necessary for frontline staff?

CGV: Empowerment is very important. People should not be afraid to interact or tackle difficult decisions. At the end of the day it is up to the whole team to resolve issues and satisfy guests — not just the GM.

Smart Travel Asia, Hong Kong, OCTOBER 2019: Was it always hotels for you?

CGV: No. I grew up in Salerno, on the Amalfi Coast. My uncle was a teacher in a hotel school. He took me under his wing and I fell in love with the people. ‘This is a great job,’ I thought. After all I am a people person. In this field you have to like people. Hospitality should be like running your own home.

So what was your original dream?

CGV: Believe it or not I wanted to be a football player [eyes light up and shy smile plays on his face]. Unfortunately I didn’t make it. But it was and still is my passion. My childhood friend made it to a certain level. My parents believed football was a long shot. But every afternoon after school I would run to the beach to play. My son Antoine [now 23] is a football player. Perhaps my dream was passed on to him. In Pokfulam (Hong Kong) when he was young we played football and he listened intently to my stories.

How did you get to Asia?

CGV: My uncle always told me, ‘Go out and don’t stay in a comfortable job.’ He urged me to reach Hong Kong. I had no clue where Hong Kong was. He explained it was the leading hospitality destination. I made my way through Switzerland, UK, Germany, and Abu Dhabi before arriving in Hong Kong. When I arrived I realised he was correct. At The Claridges in London, hospitality was in everyone’s bones. It was among the best hotels in the world. In Hong Kong, luxury hotels were close to that standard.

What has changed in hoteliering over the years?

CGV: The biggest change I see [looks thoughtfully into the distance] is people were more hands on, more visible, and welcoming of guests. Not so much now. Technology and design have grown now but the only differentiation in the old days was service. You had to build a hotel personality, character.

How do you see the role of general manager today?

CGV: We need to go back to basics. We have a lot of assistance from technology but we cannot forget our customers. They are our oxygen. They remember how you made them feel. We have to help guests create memories. For this you have to be visible.

There is a lot of pressure these days to simply generate revenue at the expense of the customer.

CGV: We have to strike a balance between guests and work demands. And we need good teams that are task oriented. Just like in football you need a good goalkeeper (finance).

What is the role of women in the hotel workforce?

CGV: Women add a very positive element to the team. They are very detailed. They are hard working and have integrity. I get 200 percent from women on the team. Ladies with a good support team can do a great job.

What does luxury mean to you?

CGV: Luxury is how people feel. When they leave your property they feel they have had a fantastic time. Everything worked. It was a great experience right up to the smiles at checkout. Luxury is NOT [waves his hands to emphasise] just crystal chandeliers and particular items. It is the feelings we help create.

Do you welcome technology? Or is it a hindrance?

CGV: I welcome technology as it helps achieve results. We need to manage it to enhance productivity. Initially tech was complex and you needed a PhD, but tech can be simple and friendly too.

Have you had any bizarre experiences with guests and how did you manage them?

CGV: In almost 40 years I have had tons of odd experiences. As long as you are truthful and admit to your mistakes it all works out. In all my past experiences these [upset] guests became my best customers. My advice is ‘Don’t be defensive with robotic answers.’

How are millennials and younger guests changing hospitality?

CGV: They love organic stuff and are curious about what they eat. I find them extremely interesting. They travel a lot and have had great exposure. I learn from them too. We need to change and adapt. For example, we have no plastic straws in hotels today. We must thank young travellers for our eco-education.

How do you test or benchmark in-room comfort?

CGV: It is something subjective but it must feel good. And guests should want to be in the room. We test the rooms ourselves, and we let friends and colleagues try them out and offer opinions. We had people try out The Fullerton Singapore’s ‘new’ rooms before [emphasis, brief pause]… before starting on the whole renovation.

How important do you think brands are for travellers of today?

CGV: They see independent brands as strong for hospitality and they look for these kinds of hotels. I see more business travellers also moving to independent luxury hotels.

Did the title of Cavaliere change the way you felt about your responsibility as a hotelier?

CGV: [Face creases into a smile and the eyes crinkle up] They say with a high title comes high responsibility. You need to be a better role model more than ever. People look up to you and expect integrity. But it hasn’t changed my character or style. That’s something my parents taught me.

What comes next when your hotel days are done?

CGV: I will relax and spend time with my family [wife Sophie who’s French and two children, Antoine and Noemie.

If you could change one thing about hospitality today what would it be?

CGV: I would promote it more. We need more young people in the business and we need more great hotel schools. During SARS in Hong Kong, we did a fantastic promotion to showcase Hong Kong hospitality. People learned to smile. It is actually ‘healing’ to smile.

How do you keep staff in these volatile times?

CGV: Staff are no different to customers. Treat them well and they will stay with you. They are human beings. We need to guide them, coach them, help them learn. I did an apprenticeship with the Savoy group in London for a couple of years, much of it in food and beverage. I was placed for a time under an 80-year-old sommelier. I was just 21! He was like my grandfather.

I was always rushing about getting exhausted. He explained that the guests were mainly regulars and there was no need to race around like a chicken. He taught me to anticipate needs and to prepare for them. It is what helped him to have more time to talk with his customers. Pre-planning was the key as we knew the guest preferences. We need to share all this knowledge with youngsters. They will LOVE hospitality.

Send us your Feedback / Letter to the Editor

▲ top