By People, For People
Whether leading teams hotel-wide or connecting with guests to ensure their stays are impeccable, Andrew Tan understands that hospitality is an industry run by people, for the people. His extensive experience, business acumen, penchant for fostering positive environments, and can-do outlook prove to be his greatest assets in spearheading Grand Copthorne Waterfront Hotel Singapore.
Q: What drew you to a career in hospitality?
A: Hospitality involves connecting with people. I began my career in Australia, and that was where I saw how creating memorable experiences that melt hearts and bring smiles really affected guests. Seeing how they can enjoy their time is something I find truly meaningful and special.
Q: What makes you feel at home with the Millennium Hotels & Resorts brand?
A: The Millennium Hotels & Resorts brand has a very people-centric approach to a commitment to hospitality. For instance, when I was in London, I was personally trained by the then Senior Vice President Operations for Europe, Clive Harrington, as well as a former CEO of a corporate company. Without their coaching and mentorship, I wouldn’t be who I am today. This culture creates an environment that makes the Millennium staff happy, which will lead to delivering our best for guests.
Q: After almost 12 years leading outposts in London, what prompted the decision to return to Asia, and eventually Singapore?
A: In the UK, I gained so much experience through learning the ropes of sales, revenue, and F&B. My tenure there also led me to groom two hotel managers; one went on to own his own café in London, while the other became a general manager in the United States. After 10 years, I felt like I’ve gathered as much experience as I could, and it was time to return to Singapore. I want to continue my journey and share my experiences with the people here.
Q: What are the biggest changes at Grand Copthorne Waterfront Hotel Singapore between the time you were part of the pre-opening team and now, leading as a general manager?
A: During the pre-opening stage, as a catering manager and a director of catering, I was only responsible for my own segment. Now, as a general manager, I lead all the departments, steering the wheel from where we are to where we want to be.
Q: With such an impressive track record in both revenue and team performance, how do you balance the business demands of profitability with a people-first approach?
A: Business and service culture are interconnected, actually. I think they’re both equally important. I believe in educating and empowering people, motivating them through training and discussion. I’m not afraid if my team members know more than me. I’m only afraid if they don’t know enough, but I’m willing to teach them. So, I would like to capitalise on their strengths. If they feel supported and happy, they would be able to deliver the utmost guest experience; with that, business will grow, along with the revenue.
Q: What is the number one lesson you always keep in mind?
A: We are only as good as our weakest link. It’s very important to ensure every single one of our people is able to be successful in what they do. So, whatever we teach them, we have to guide them to where they can excel and grow.
Q: What are some of your key takeaways from your years of experience in hospitality?
A: Living by saying “Yes, we can.” In hospitality, we must always have that can-do attitude and serve guests from the heart.
Asia Dreams Volume 60
Grand Copthorne Waterfront Hotel Singapore
392 Havelock Road
Singapore 169663
T: (+65) 81681539
E: enquiry.gcw@millenniumhotels.com
W: grandcopthorne.com.sg
IG: @grandcopthornewaterfront
