Andrew Hendrian grew up in the shadow of the hotel industry. To be more specific, he grew up under the shadow of one of India’s most renowned hotels, The Taj Mahal Palace & Tower.
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Andrew Hendrian |
Living literally a few hundred meters from the property, the young Hendrian passed many a day watching the opulent spectacle of day-to-day operations from a distance—until one day, he finally gathered the initiative to see it up close. What the 17-year-old found, as he walked through the hotel’s doors, was something comfortable and familiar.
“The first time I went to that hotel, just seeing the people and the hotel set up, the glamour, the restaurants, the ballroom, I just thought, ‘That’s me,’” he said.
The Leela Palaces, Hotels & Resorts must have recognized that reflection of hospitality in Hendrian as well. This past May, the chain of five-star resorts appointed him general manage of its 357-room Leela Palace Kempinski Bangalore. But the trajectory from the shadows of the Taj Mahal Palace to the head of a renowned luxury resort didn’t happen overnight. Hendrian’s career represents more than 25 years in the industry, one that took him across the world through various roles and departments before sending him home again.
The apprentice
Hendrian began his career humbly enough with Sol Meliá Hotels & Resorts, bouncing around in various roles within the food-and-beverage departments of properties in Spain and Iraq. But while he appreciated the dedication, creativity and innovation in the kitchen, he soon realized his gregarious personality lent itself better to managing people.
“I’m a very outgoing person,” he said. “I like to meet people and talk to them.”
That demeanor led to various management positions within the F&B department at properties in Germany and Saudi Arabia for the next decade or so, until Hendrian took advantage of an opportunity on the rooms side of the business with Hyatt Hotels and Resorts.
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| After a 25-year career, Hendrian currently serves as GM of The Leela Palace Kempinski Bangalore. |
The job brought him to the U.S., where he received training at the Hyatt Regency Washington on Capitol Hill, learned about the company’s central reservation system in Omaha and then served the company at its headquarters in Chicago. Hendrian soon returned to Germany, to serve as resident manager of the Grand Hyatt Berlin and the Grand Hyatt Dubai, before being appointed to his first GM position at the Hyatt Regency Cologne in Germany.
While Hendrian relaunched the Cologne property successfully, he still couldn’t help but think back to the streets of his youth—back to the land that served as his gateway to the industry in which he had served more than 20 years.
“I decided after almost 20 years to do something different,” he said. “As luck would have it, the Leela Palace Kempinski Bangalore was looking for an experienced GM … It was the right time to come back and influence my kids about the country I come from.”
So Hendrian accepted the position and hasn’t looked back.
The man among people
During his time roaming the grandiose corridors of the Taj Mahal and other hotels in Mumbai, Hendrian might have seen many things, but he rarely saw a GM. He rarely saw one behind the front desk, interacting with guests. He rarely saw one checking in on the bellhops or the housekeepers. And he rarely saw one walking in and out of the kitchens.
“I vowed that if I ever became an executive, I would make myself available to everyone who wanted to see me,” he said.
Hendrian hasn’t reneged on that promise. When he was appointed GM at the Hyatt Regency Cologne, he spent the first four months meeting with every member of his staff individually, getting to know their roles and personalities. He’s kept up that practice with each new position he’s accepted.
“I have a very, very genuine interest in building my staff,” he said. “… Successful staff members will create successful guests, and if guest stays are successful, they’ll come back. This starts with the door man to the housekeeper, who’s upstairs.”
Presently, he spends every day walking the halls, chatting with staff on the floor and welcoming guests. The only place you won’t typically find him is in his office.
That tactic has earned Hendrian the distinction as a people’s manager among his staff. And while he laughs off the moniker upon its mention, his passion for people is undoubtedly apparent, especially when he discusses managing during a downturn.
“The worst thing one could do is lay off staff and cut down services,” he said. “The best thing to do is go and strengthen your relationships that you have and build new ones. Always keep the staff abreast of what the times are so you don’t raise any hopes and expectations. Be transparent with them.
“Connect with people and understand them,” he said. “In our business, that’s the most important thing.”