During his 20-plus years on the sales and marketing side of the hotel business, Andy So did more than drive revenue, occupancy rates and visitor numbers at a string of Hong Kong’s top properties.

Along the way, he was also taking every opportunity to understand how operations worked in departments and functions outside his immediate area of responsibility and how all the disparate pieces came together.

“In meetings, I might talk about sales figures, but I would then listen and learn from everyone else,” says So, now the area general manager for Pentahotels Hong Kong, which has a 695-room property in Diamond Hill and will open a new 298-room hotel in a converted industrial building in Tuen Mun in July. “I wanted to know about bookkeeping, budgets, everything, and found that most people are happy to share their knowledge.”

Breaks might see him quizzing a chef on how to present a fish dish or prepare fried noodles. On quiet days, he would waylay an accountant or restaurant manager to ask about expenditure or menus. And, not surprisingly, that attitude and approach is something he now looks to instil in his team. Therefore, while staff are trained in specific disciplines, they should also be all-rounders, versatile enough to step in where necessary and keep everything running smoothly.

“For example, if it’s busy in the restaurant, it should be automatic to assist with seating guests, serving food, or clearing tables,” says So, who, in such cases, sends a short “need help” message to alert the in-house Whatsapp group. “At other times, F&B staff might be asked to help with checkouts, sorting linen, or other labour-intensive work around the hotel. It’s a bit like the army, and I’m very hands-on in that way.”

As an only son growing up in Mong Kok, So’s most obvious career option was to join his father’s small engineering business. However, as someone with a talkative nature and outgoing personality, the prospect of spending his days surrounded by sparks and noise, grime and oil spills just didn’t appeal.

Instead, he took the suggestion of a friend working in a Tsim Sha Tsui hotel and signed up for a two-year diploma in hospitality at the Haking Wong Technical Institute in 1986. The course included food and beverage service, kitchen operations, accounts, and sales and would lead on to a higher diploma after an extra year at Polytechnic University.

However, believing the syllabus there would add nothing new, So lined up some job interviews, which came down to a choice between the Regent and the Hilton. His tutor’s advice was succinct: at one, you’ll earn more; at the other, you’ll really learn the business.

Opting to join the Hilton, in Central, as a front office agent, So initially handled check-ins, checkouts and room assignments for tour groups and special events like the Hong Kong Sevens. Within a year, he was promoted to senior receptionist and, eight months later, accepted a transfer to sales.

“That was my initial goal,” he says. “I could see the long-term potential there, and my next target was to be the top guy in sales and marketing.”

He achieved that too over the next two decades, in the process holding increasingly senior roles at the Conrad, Renaissance Harbour View, Hyatt Regency and Grand Hyatt Macau. Joining Pentahotels five years ago was then a chance to branch out from sales and take on a whole new set of tests and challenges.

One of those challenges during the 12-month pre-opening period was persuading tour groups and agents to see the benefits of a less traditional location. Another was creating a distinct identity, giving a “neighbourhood lifestyle” ambience, while also ensuring quality and convenience for both business and leisure travellers. A third was hiring and training the 300-strong team to run the largest hotel opened in Hong Kong in the last five years.

So likens the overall process to “delivering a baby”. But with everything running like clockwork and occupancy rates high, he is now looking to repeat that success at the new site in Tuen Mun.

“Part of the challenge is changing mindsets and perceptions about location,” he says. “More important is the value you can give guests in terms of service, food quality, and attention to detail. People notice and your reputation then spreads by word of mouth.”

Further ahead, the brand is already contemplating more properties in Hong Kong, either owned or operated under management contracts. So is keen to be part of that, seeing it as a great chance to keep learning and leading.

“I understand the Penta DNA – the company is based in Germany – and I’m happy they listen to me about how some things are done differently in Asia,” he says.

Reflecting on his career path to date, he has no doubt that he made the right choices. Wherever he worked, he thought of himself as the owner, not just an employee, finding that it was motivation to try harder and aim higher.

“To be honest, I think it was a kind of destiny,” he says. “I was once headhunted for a job selling cigars, but turned it down because I didn’t want to lose all my friendships in the hotel business. People who were originally clients have become personal friends and that’s the thing I treasure most. Also, I’m still an engineering idiot, so when there are any issues relating to machinery, I call my dad.”

A WINNING FORMULA

Andy So’s recipe for being a good hotelier

Keep your head up  “To work in hospitality, the first thing you need is a positive attitude. At the start, you should expect to work shifts and do the basic tasks like check-in, cleaning and serving food. That is all part of learning the industry.”

Know the rules  “It is important to understand why things are done a certain way, as well as how. There are standard operating procedures, but staff should always be looking for ways to improve.”

Meet needs  “You should put yourself in the customer’s shoes and think about what they would like. This ‘psychological’ aspect can also help in avoiding a lot of unnecessary complaints resulting from body language or tone of voice.”

Be open-minded  “Keep your eyes and ears open, accept advice from other professionals, use common sense, and pay close attention to what’s done in other hotels.”

Lead by example  “To be a good leader you have to be a good role model, because people will measure themselves by the standards you set.”

This article appeared in the Classified Post print edition asTaking care of everything.