DRIVING OPERATIONAL EXCELLENCE IN LUXURY HOSPITALITY

We’re thrilled to welcome Mike Vroom as the new Chief Operating Officer at Hemingways Collection. With a proven track record in high-end hospitality and a passion for delivering unforgettable guest experiences, Mike brings a wealth of knowledge and energy to the team.

In this Q&A, Mike shares his career journey, what excites him about this new chapter, and his vision for elevating operations across our properties:

Q1. What drew you to join Hemingways Collection and what excites you most about this new role?

What drew me to join Hemingways Collection was its reputation for delivering world-class luxury experiences with a distinctly Kenyan and African soul. The brand’s commitment to personalized service, sustainability, and showcasing the best of East Africa’s natural and cultural heritage truly resonated with me. I’ve always admired how Hemingways blends classic elegance, and creating not just a place to stay, but a lasting memory for each guest. What excites me most about this role is the opportunity to contribute to that legacy. I’m eager to bring my passion for hospitality and my skills in to a team that values excellence and innovation.  Havening spent a number of year’s in properties like the Cape Grace and The Saxon, this collection felt like returning home.

Q2. Tell us a bit about your career journey so far – any pivotal moments that shaped your leadership style?

My career in hospitality spans over two decades, marked by strategic roles and transformative leadership that have shaped my approach to operations and team development.

My journey began with a solid foundation in Hospitality Management from the International Hotel School. From there I honed my skills managing restaurants at top hotels in Cape Town before advancing to significant roles in Johannesburg, including as Rooms Division Manager at The Saxon Hotel, Villas and Spa, one of Africa’s premier five-star establishments. A pivotal moment in my career was leading the opening of DUKES Dubai on Palm Jumeirah, a 600-room property that earned the title of ‘World’s Leading New Hotel’ in 2017. This experience underscored my capability in managing complex projects and reinforced a  commitment to excellence in hospitality.

In 2018, I rejoined Newmark Hotels & Reserves, as the Group Operations Director. In late 2023, I was appointed Chief Operating Officer overseeing 28 properties, a role that allowed me to influence the company’s strategic direction and operational excellence.

When it comes to leadership, my  philosophy emphasizes cultural sensitivity, local talent development, and adaptability. I believe in immersing oneself in the local environment to understand cultural nuances, building strong local networks, and empowering employees and leaders to drive excellence, accountability and growth. This approach not only enhances operational effectiveness but also fosters a sense of ownership and pride among team members.

Q3. What does ‘operational excellence’ mean to you in the context of luxury hospitality?

Operational excellence in luxury hospitality for me means consistently delivering flawless, anticipatory service that feels both seamless and personal. This isn’t just about process. it’s about people. It’s making sure that the back-of-house functions are so well coordinated that the front-of-house teams can focus entirely on creating unforgettable moments for guests. I am a firm believer that this also means creating a culture of accountability, pride, and empowerment among the team members. This for me is key, as when staff feel valued and supported, they reflect that in how they serve guests.

Q4. You’ve worked in diverse environments – what learnings do you bring from other sectors or geographies?

Working across different geographies and cultural contexts has taught me that adaptability and cultural intelligence are just as critical as technical skill. In the Middle East, for example, I learned the value of precision and high guest expectations in a fast-paced, luxury-driven market. In Africa, I gained a deep appreciation for resourcefulness, relationship-building, and the importance of local community engagement, while ensuring that you dont lose touch of the feeling of luxury. Each environment shaped my ability to lead diverse teams and build trust quickly.

Q5. What are your immediate priorities for your first 6–12 months in the role?

In my first 6–12 months with Hemingways Collection, my focus would be on listening, aligning, and optimizing the business with a core aim to build on Hemingways’ outstanding reputation while creating a strong foundation for sustainable excellence across all touchpoints. Key to this, is understanding Hemingways values, guest expectations, and operational rhythm by spending time at each property, engaging with staff at all levels, and listening to our guests voices. This if key as connecting with the teams, understanding their challenges and aspirations, and identifying opportunities for training, development, and empowerment will be crucial to driving strong internal culture delivering exceptional guest experience. Another key aspect would be strengthening relationships with key stakeholders, tour operators, local communities, conservation partners, and suppliers.

Q6. Collaboration is key—how do you like to work with teams on the ground and across departments?

I believe effective collaboration starts with presence and trust. I like to work alongside teams on the ground, not just from the office, so I can understand their day-to-day realities, build relationships, and foster open communication. When people feel seen and heard, they’re far more invested in shared goals. Across departments, I promote a ‘one team, one guest’ mindset. Even though roles differ, the end goal is the same I encourage transparency, regular cross-functional check-ins, and a problem-solving approach where everyone’s input is valued.

Q7. How do you see the guest experience evolving, and how does Hemingways stay ahead of those expectations?

Hemingways stays ahead by staying deeply rooted in its identity while being agile enough to evolve. The Collection understands that true luxury lies in the details. What sets Hemingways apart is its ability to marry world-class service with a sense of place, personality and authentic experiences linked to our iconic properties. Today’s luxury traveller is looking for far more than comfort, they’re seeking meaning, personalization, and emotional connection. The guest experience is evolving from passive service to curated, authentic, and often transformative encounters. This speaks to a move away from opulent luxury to more experiential luxury. Guests want to feel known, not just served, they’re looking for experiences that reflect the destination’s culture, people, and stories, while still expecting seamless and authentic service.

Q8. If you had to describe your leadership in three words, what would they be—and why

Empowering: I believe in giving people the tools, trust, and autonomy to thrive. When individuals feel empowered, they take ownership, make smarter decisions, and deliver more meaningful guest experiences.

Adaptive: No two days in hospitality are the same. My leadership style is flexible and responsive, whether I’m working with diverse teams, adjusting to guest feedback, or navigating unexpected challenges, I stay grounded but open to change.

Accountable: I hold myself and my teams to high standards. I believe in clear expectations, honest feedback, and following through on commitments. Accountability builds trust, both internally and with our guests.

Q9. Outside the office, how do you recharge? Any go-to travel destinations or routines?

Recharging for me often means slowing down and reconnecting with my beautiful wife and 2 girls. They keep me grounded, and often the engagement and reflections with a 4 year old, can answer some of the questions you are juggling. I find balance in simple routines, early morning exercise, reading something far from the world of hospitality, or just switching off in quiet natural surroundings.

Travel is still a big part of how I recharge, but when it’s personal, I lean toward places that offer authenticity over polish. I’m drawn to small town destinations, that often hold some of the strongest cultural identities or natural beauty. Those are the kinds of experiences that refuel my passion for hospitality and remind me what great travel should feel like.