In the ever-evolving world of hospitality, strong leadership is the foundation of exceptional guest experiences. Kasia Szczechowicz, General Manager at Hampton by Hilton High Wycombe and Cluster Operations Manager at Legacy Hotels & Resorts, exemplifies a leadership style that blends resilience, innovation, and a deep commitment to team development. In this exclusive conversation with our Content Writer, Meghna Kanwar, she shares insights into her strategic approach, the challenges of managing dual roles, and the key initiatives that have earned her and her team numerous industry accolades.
MK – What unique qualities or strategies do you bring to your role as a leader?
KS – I believe in leading with resilience, inclusivity, and a forward-thinking vision. During the challenging opening of Hampton by Hilton High Wycombe amidst the pandemic, I navigated unprecedented obstacles with adaptability and strategic focus, ensuring the hotel’s success. Managing a diverse team of 37, I prioritise fostering a supportive work culture that values equality, diversity, and mental health. By embracing inclusive hiring practices and tailoring personal development plans, I create opportunities for individuals from all walks of life, enabling them to thrive and grow.
My leadership is driven by a commitment to financial and operational excellence, with accomplishments including a 96% Hilton Quality Audit score and top rankings within the Legacy Hotels portfolio. I integrate innovative strategies, such as flexible work arrangements and cross-training programs, with a strong focus on sustainability and community engagement. Initiatives like energy-saving technologies and partnerships with local organisations reflect my dedication to driving meaningful change. My goal is to balance operational success with social responsibility, creating a lasting positive impact on both my organisation and the broader community.
Adelina Misina, Head of Guest Experience, The Reach at Piccadilly
MK – What awards and recognitions have you achieved under your leadership at Hampton by Hilton, and what do they reflect about your approach to leadership and team management?
KS – Under my leadership, Hampton by Hilton High Wycombe has achieved significant recognition, reflecting the strength of our team and commitment to excellence. In 2022, we earned ‘Investors in People’ accreditation and the ‘Southeast Tourism Award for Resilience and Innovation (Silver)’, celebrating our dedication to team development and innovative practices. My leadership was further acknowledged as a finalist for the 2023 Leadership & Management Award by Investors in People and the Bucks Business First Award for Tourism, Hospitality, and Leisure Business of the Year. In 2024, we were honored with the Tripadvisor Travellers’ Choice Award for exceptional guest experiences, while my contributions as a business leader were recognised as a finalist for the SME Buckinghamshire Woman in Business Award. Additionally, winning the Equality and Diversity Award from the Thames Valley Chamber of Commerce underscores my commitment to fostering an inclusive workplace. Leader of the Year – Investors in People Award (2024) is a testament to my ability to lead effectively in the face of unprecedented challenges, coupled with authentic passion and dedication to my team and contributions to the hospitality industry. These accolades reflect our collective resilience, innovation, and dedication to excellence.
MK – You have a dual role with Legacy Hotels & Resorts and Hampton by Hilton. Can you take us through your day-to-day responsibilities at both?
KS – My dual role involves balancing strategic oversight with hands-on management. I like to lead by example. At Legacy Hotels & Resorts, I oversee multiple properties, ensuring operational efficiency, financial performance, and adherence to brand standards. I collaborate with hotel leaders to set goals, optimise budgets, and align operations with the company’s vision and owners expectations. At Hampton by Hilton High Wycombe, my role is more hands-on as the General Manager. I manage the day-to-day operations at the property, including guest satisfaction, team development, and operational processes while solving the obstacles that we face on duty. I’m also responsible for ensuring Hilton’s brand standards are consistently met while fostering a true passionate, positive and productive work environment. I am a brand-driven person which helps. A typical day includes reviewing performance metrics, addressing guest and team feedback, and working closely with department heads at both levels to identify and implement improvement opportunities.
MK – It’s really impressive that you manage dual roles. How do you balance both and excel in each?
KS – Balancing these roles requires meticulous time management and a results-driven mindset. It gets difficult to sometimes juggle both but I segment my time strategically, dedicating specific hours to each role while leveraging technology and communication tools to stay connected across teams.
Building a strong leadership team at both levels is key. At Legacy Hotels & Resorts and at Hampton by Hilton Hotels, I empower leaders by providing clear goals and autonomy, ensuring they have the resources to succeed. I focus on team engagement and streamlined operations, ensuring the property runs smoothly. With this I prefer to be on-the-floor, visible while working. I am also a very result-driven person, so prioritisation and delegation are essential. I focus on high-impact areas and trust my team to handle day-to-day operations while staying accessible for support when needed. I trust my team immensely.
MK – What are the key strategies you employ to ensure a consistent and exceptional guest experience across both properties you oversee?
- Team Empowerment: Regular training and development sessions ensure the team is motivated and equipped to deliver exceptional service. I also provide my team autonomy in decision making when I am not around, which gives them confidence while working.
- Clear Standards: Establishing consistent brand and service standards tailored to each property’s unique identity while maintaining a guest-centric approach works wonders.
- Quality Assurance: As I said before, I am a brand-driven person, I like to follow the book and so does my team. That is how I make sure we do our best. With this, conducting regular audits and utilising guest feedback to identify areas of improvement is a must.
- Proactive Communication: Short and sharp communication for effective results. Always stick with facts, remember and listen. Engaging with guests throughout their journey- before arrival, during their stay, and post-departure-to ensure their needs are met.
- Technology Integration: Leveraging tools like CRM systems to personalise guest experiences and track preferences across properties. We have digital check-in services to make the onboarding process easier for guests, etc.
MK – What innovative practices or technologies have you implemented to enhance guest satisfaction at Legacy Hotels & Resorts and Hampton by Hilton?
- Contactless Check-In/Out: Introduced streamlined digital check-in and mobile key access to reduce wait times and enhance convenience.
- Data-Driven Personalisation: Leveraged guest data to offer tailored recommendations, such as personalised welcome notes, dining suggestions, and room preferences.
- Sustainability Initiatives: As a newest brand prototype design hotel, it is very much focused on ESG initiatives. We have a BMS system in place with solar panels, digital keys, EVC, QIT gold accreditation, and several other implemented eco-friendly practices, such as energy-efficient lighting and waste reduction programs, resonating with environmentally conscious guests.
- Feedback Integration Platforms: We have adopted the “Trust You” platform and “Stay Experience” platform to track guest review. Adopted AI-powered tools to analyse guest reviews and prioritise actionable insights for improvement.
- Employee Training Simulations: Utilised virtual reality training programs to prepare the team for real-world scenarios, ensuring consistent and excellent service.
MK – Can you share a memorable success story from your time managing both the properties that highlights your commitment to guest experience?
KS – Every stay is successful for me, if guests leave happy, it is a success. One of my memorable achievements at Hampton by Hilton High Wycombe, was hosting VIP guest, Paris Hilton, staying and conducting a brand advert at the property. There were about 200 media professionals around the hotel and we had to make a lot of operational decisions to deliver our best. While all this was happening, other guests were staying at the property too, so we had to adapt to them as well. This experience demonstrated our ability to adapt quickly and uphold the high service standards expected of Hilton.
Once there was a football team staying with us which required a quiet meeting room to discuss strategies, so we took out all the furniture from a bedroom and arranged chairs inside, to make it like a conference room for them.
It does not matter if it is a big client or a little girl who left her toy with us, whom we then called and consoled over a video chat to show that her toy is safe with us and waiting for her. Everyone matters and we have to adapt to our guests’ expectations.
MK – How do you handle guest feedback and ensure that it translates into actionable improvements across your properties?
KS – Guest feedback is a cornerstone of our improvement strategy. We actively monitor feedback through online reviews, post-stay surveys, and direct guest interactions.
- Listening and Analysing: Every comment, whether positive or negative, is reviewed to identify trends and recurring issues.
- Immediate Action: Urgent concerns are addressed promptly to resolve guest dissatisfaction during their stay. It is also good coaching at the moment for the team as well.
- Team Collaboration: I have a 1-2-1 consistent commitment to meeting with Heads of Department regularly. Feedback is shared with the team during regular meetings, and we collectively develop solutions.
- Continuous Improvement: Insights from feedback are used to enhance training programs, refine operations, and implement new policies. We tend to focus on how to not repeat a mistake in the future and learn from it rather than talking about the past.
- MK – What initiatives have you introduced to foster a sense of community and belonging among your guests?
- Local Partnerships: I have collaborated with local businesses to create unique guest experiences, such as curated tours and dining recommendations. For eg. ‘Tutu Chocolate’, made by a local lady, is used as a welcome gift for VIP guests and ‘Sure Chocolate’, made by another localite, which is dates covered in chocolate and packed in a tin box for top tier VIP guests.
- Events: Participating in social business meetings and meeting the local community with “Thames Valley Chambers of Commerce” and “Marlow Chambers of Commerce”. We also do “Laptop Mondays” where localities can come and work from the property.
- Guest Appreciation Programs: Introduced surprise gestures, such as handwritten thank-you notes or complimentary upgrades, free gifts, etc. to make guests feel valued. Special discounts for locals, VIP level internal program for “Hilton Honours”.
- Community Engagement: Partnered with charities and local initiatives, inviting guests to participate, creating a sense of shared purpose and connection.
MK – Looking ahead, what are your plans for further enhancing the guest experience at both Legacy Hotels & Resorts and Hampton by Hilton?
KS – Looking ahead, my focus is on blending innovation with personalisation. Some initiatives include:
- Smart Room Technology: Rolling out more advanced in-room technology to provide a seamless, connected experience. For eg. USB charging points in rooms, etc.
- Sustainability Goals: Main focus is on improving the wellness amenities around the property. We need to create a relaxing zone for guests as well as the staff and add more healthy plant based options in the breakfast menu. Enhance the gym facility and introduce rubbish segregation, not only for guests in the room but also on the floors for the housekeeping team. Expanding eco-friendly initiatives, such as water-saving systems and sustainable dining options, to meet evolving guest expectations.
- Loyalty Programs: Expanding loyalty offerings with exclusive benefits and personalised rewards to deepen guest relationships.
- Cultural Integration: Showcasing the unique character of each property through localised experiences, making each stay memorable and authentic by being natural and passionate.