In our continuing series of hotelier interviews, I spoke with Ramón von Schükkmann, who recently returned as General Manager of the picturesque five-star Pine Cliffs Resort in Potugal’s Algarve where he previously worked as Complex Director of Sales and Marketing from June 2006 to June 2010 playing a leading role in the launch and opening of Pine Cliffs Residence, strengthening the property’s luxury residential offering.
Ramón has had over 25 years of international experience in luxury hospitality and brings his extensive senior leadership experience from some of the world’s most recognised luxury hospitality brands that include The Ritz-Carlton, St. Regis and W Hotels.
He was the Director of Sales and Marketing at The St. Regis Washington, DC, the W South Beach in Miami and The St. Regis Mauritius. Since 2021 Ramón was Hotel Manager at The Ritz-Carlton Tenerife, Abama, in Spain, responsible for the day-to-day operations and leading a team of 700.
As General Manager of Pine Cliffs Resort, Ramón oversees the resort’s operations and strategic direction with a focus on strengthening Pine Cliffs’ position within the European luxury hospitality market.
What inspired you to pursue a career in hotel management, and was it something you wanted to do from an early age?
“Actually, yes. I grew up in a family that ran a restaurant and catering business and when I was around 14 years old, I decided I wanted to attend Hotel Management School because I thought I would eventually join the family business or start my own restaurant.
“However, during my studies I started working in hotels and very quickly I was drawn to the industry. It felt much more dynamic, international and full of opportunities. Every day was different and I enjoyed meeting people from all over the world. By the time I graduated I knew I wanted to build my career with an international hotel company rather than stay in catering.”
Over the last 25 years or so you have worked in a number of different locations. Does any particular place stand out as a favourite to live and work in?
“I have been very fortunate to live and work in many incredible destinations, so choosing one favourite is not easy. Every place has taught me something different, both professionally and personally.
“If I had to highlight one, it would probably be Mauritius. It was an amazing experience and one that had a lasting impact on me. Professionally, I learned a great deal, but on a personal level it was even more meaningful. The kindness, warmth, and pride of the Mauritian people were truly inspiring. Living there reminded me that there is much more to life than work alone, and that is a lesson I have carried with me ever since.”
The hospitality industry has gone through a lot of change since COVID. What have been your biggest challenges in managing a hotel and its staff over the last few years?
“Without a doubt finding enough qualified talent remains one of the biggest challenges since the pandemic. Many experienced hospitality professionals left the industry during COVID and never returned.
“As a result, hotels have had to attract new talent, invest heavily in training and work even harder to retain employees. At the same time, every hotel is competing for the same pool of people, which makes the challenge even greater. The positive side is that it has encouraged us to focus much more on employee development, engagement and creating career opportunities within our hotels.”
Face-to-face contact and that personal human touch plays a crucial role in the guest experience. Do you think technology is going to replace some of that interaction?
“Technology has already replaced some guest interactions, and for certain travellers that is exactly what they want. Many guests appreciate the convenience, speed and flexibility that technology can provide.
“That said, in the luxury hotel segment my experience is that guests still highly value the personal human touch. During COVID, our industry became very low-touch and high-tech out of necessity. What I noticed afterwards was that many guests were happy to return to genuine human interaction, a warm welcome and service delivered with a smile.
“For me, the future is not about choosing between technology and people. The real goal is to offer both. Some guests prefer a digital experience, while others prefer more personal interaction. The best hotels will be the ones that can provide both options and allow guests to choose the style of service that suits them best.”
Where do you see AI playing a role in the hospitality industry both in the short and long-term?
“I think AI will continue to revolutionise our industry and is already far beyond just using it for responding to guest reviews and letters. AI will completely change the way our booking engines work and how customers decide where to travel to and where to stay. It will also allow hospitality companies to provide a much more personalised and more anticipatory service and optimise our operations.”
How would you define your management style?
“I always find that question a little difficult to answer because it is probably better answered by the people I work with. But if I had to describe it, I would say my style is very down-to-earth and highly people focused.
“I really enjoy meeting people, listening to different perspectives and having honest conversations. I try to be accessible to everyone in the hotel, regardless of their role, and I strongly believe that good communication and teamwork are the foundation of any successful hotel operation. I am also someone who likes data and facts but at the end of the day I still believe that common sense and good judgement are often the most important tools a leader can have.”
What do you find is the most challenging part of your role?
“One of the biggest challenges is finding the right balance between being in the office and being out in the resort with guests and associates.
“If I could choose, I would spend most of my time on the floor, talking to guests, engaging with the team and experiencing the operation firsthand. That is where I get the most energy and where I learn the most. However, managing a large luxury resort also comes with a lot of responsibilities behind the scenes. There are meetings, planning sessions, financial reviews and countless decisions that need attention every day. The challenge is making sure you remain visible and connected to the operation while still dedicating enough time to the strategic side of the business.”
What are your goals and vision for Pine Cliffs Resort?
“Returning to Pine Cliffs feels a little bit like coming home. Some of the most memorable moments of my career happened here, so having the opportunity to return as General Manager is something I am incredibly grateful for.
“Over the last 15 years, Pine Cliffs has continued to strengthen its reputation as one of Europe’s leading luxury resorts. What impresses me most is that while the resort has evolved and grown, it has never lost its unique character, its stunning location or the passion of the people who make it special every day.
“My goal is really quite simple: to build on the fantastic foundation that is already here. I want us to keep enhancing the guest experience, continue investing in our people and make sure Pine Cliffs remains relevant and desirable for future generations of travellers. There is so much potential in this resort, and I am genuinely excited to be part of its next chapter. Above all, I return with a lot of respect for what has already been achieved and a great deal of enthusiasm for what lies ahead.”
What advice would you give to someone just starting their career in hotel management, and what path would you recommend for those who want to become a General Manager?
“My first piece of advice would be to stay curious and never stop learning. Hospitality is a people business and the more experiences you gain, the better prepared you will be for future opportunities.
“For anyone aspiring to become a General Manager one day, I would encourage them to spend time in different departments and gain as broad an understanding of hotel operations as possible. Early in your career it is not about chasing titles, it is about building knowledge, credibility and relationships. Be willing to take on challenges, work in different locations and step outside your comfort zone.
“Most importantly, remember that leadership is about people. Technical skills can be learned, but the ability to inspire a team, communicate clearly and genuinely care about both guests and colleagues is what makes the biggest difference in the long run.”
Looking back at your career so far, is there anything you would have done differently?
“Not really.
“If I look back, perhaps I could have made the move from commercial roles into operations a little earlier. But honestly, I enjoyed every stage of my career and learned something valuable from each role along the way.
“I am also someone who believes that things tend to happen when the time is right. The experience I gained in commercial leadership has helped me enormously in my current role, so I don’t see it as time lost. If anything, it gave me a broader perspective on the business and helped shape the leader I am today.”
What do you do to relax and switch off in your free time?
“Like many people, the most important thing for me is spending quality time with my family.
“But when I really want to disconnect and clear my mind, I enjoy baking. Whether it’s bread or pastries, there is something very relaxing about the process. It requires focus and patience, and for a few hours you stop thinking about emails, meetings and everything else. Quite often I find myself baking late at night when the house is quiet.
“Whenever time allows, I also enjoy playing golf. It is a great way to be outdoors, stay active and completely switch off from the day-to-day demands of work.”
Lastly are there any other cities, countries or continents you would particularly like to work in given the opportunity?
“One region that has always interested me is Asia. I have never worked there professionally, and as someone who is half Indonesian, it is a part of the world I feel a personal connection to as well.
“From a professional perspective, it would be an incredible opportunity because hospitality in Asia is often regarded as setting some of the highest standards of service in the world. Every time I have travelled through the region, I have been impressed by the attention to detail and the genuine culture of hospitality.
“Managing a luxury property in Southeast Asia would undoubtedly be a fantastic learning experience and one that I would welcome if the right opportunity and circumstances presented themselves. The combination of personal connection and professional development makes it a very appealing prospect for me.”
For more information on Pine Cliffs Resort, please visit: www.pinecliffs.com.
Author Bio:
Simon Burrell is a UK-based travel and motoring journalist and editor, a former member of The British Guild of Travel Writers and professional photographer.
Photographs courtesy of Pine Cliffs Resort
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