Leading a Hotel with Manuel Leite at Casa da Companhia, Vignette Collection

Source: Ambitur

Leading a hotel today is about much more than ensuring operational excellence. Between managing teams, delighting guests, shaping strategy, driving innovation, and delivering results, hotel general managers play an increasingly important role in the evolution of the hospitality industry. In Leading a Hotel with…, Ambitur speaks with some of the professionals at the forefront of Portugal’s hospitality sector. This time, Ambitur spoke with Manuel Leite, General Manager of Casa da Companhia, Vignette Collection.

First, tell us about the hotel you currently lead and its positioning in the market.

I currently lead Casa da Companhia, Vignette Collection, a truly distinctive property within the Vignette Collection by IHG Hotels & Resorts. Located in the heart of Porto, in a historic 16th-century building, the hotel is firmly positioned within the quiet luxury segment.

Our focus is not on extravagance, but on authenticity and the preservation of cultural heritage, offering a serene and contemporary retreat for sophisticated travelers seeking living history and thoughtfully curated experiences.

What does it mean to lead a hotel today?

Today, leading a hotel goes far beyond traditional operational or financial management. It means managing expectations in real time. It means balancing business precision and profitability with the empathy required to lead people and create memorable guest experiences.

In today’s hyperconnected world, hotel leadership requires the agility to anticipate and respond quickly to potential challenges, the sensitivity to understand changing market behaviors, and the ability to maintain cultural relevance and brand consistency every single day.

What are the biggest challenges of managing a hotel today?

The greatest challenge continues to be people. Recruiting, motivating, and retaining talented teams in an industry with high employee turnover, while ensuring that passion for service remains strong, is an ongoing priority.

As a boutique hotel, managing periods of full occupancy with a balanced team is a constant challenge. In addition, maintaining a high average daily rate means ensuring that every aspect of the guest experience delivers the value and exclusivity our guests expect.

How would you describe your leadership and team management philosophy?

My leadership philosophy is built on being present, leading by example, and investing in both personal and professional development. I believe that, in hospitality, teams perform at their best when they have autonomy and a clear sense of purpose.

My role is to remove obstacles so our team members can excel. I promote a culture where mistakes, when acknowledged transparently, become opportunities for learning, and where the focus is always on finding fast and effective solutions together.

What trends are transforming the way hotels are managed—from technology to talent?

From a technology standpoint, data-driven hyper-personalization and process automation are here to stay. They allow us to dedicate more time to what truly matters.

However, the biggest transformation lies in the evolving definition of luxury and talent management. Today’s travelers seek a slower pace, with a stronger focus on wellness and well-being, as well as genuine sustainability. At the same time, younger hospitality professionals are looking for flexibility, purpose, and workplaces that respect work-life balance. Modern hotel management must become the meeting point between these two realities.

What advice would you give to someone who aspires to become a hotel general manager?

My advice is to cultivate broad curiosity and develop resilience. Don’t limit yourself to mastering just one department, whether it’s Food & Beverage, Sales, or Operations.

Spend time on the front lines, listen to guests, understand financial performance, and, above all, learn how to understand people. The path to hotel leadership is built with patience, integrity, and the ability to remain calm under pressure.

Quick Answers

A difficult decision:
Having to let go of an employee who is technically excellent but unable to embrace the culture of empathy and attentiveness that luxury hospitality requires every day.

A valuable lesson:
Hospitality is never static. Every reservation brings a different culture, and every unexpected situation is an opportunity to become more agile and continuously improve our processes.

A vision for the future:
To establish Casa da Companhia, Vignette Collection as one of Northern Portugal’s leading destinations for authentic, timeless luxury, combining digital efficiency with the essence of genuine hospitality.