Adnkronos (Adnkronos) – Personalized service and an offering tailored to the expectations of the modern guest, who seeks authentic experiences, well-being, flexibility, and a genuine connection to the destination. This is what defines true luxury today, as well as the hotel industry's ability to meet a clientele with new, increasingly experiential needs. This is especially true in historic hotels, which must also renew their vision, aiming to leave guests not only with the memory of a high-end establishment but also with the emotion of having experienced something special, including the food and beverage offerings and wellness facilities. This is the path indicated by Alessandra Pagano, one of the key managers in the luxury hotel industry, with a career that since 2000 has seen her lead significant transformation, repositioning, and growth projects for leading hotel properties.
With his appointment as General Manager of The St. Regis Venice, he has expanded his role to lead two of the most prestigious destinations in the Marriott International portfolio in Italy, combining this role with the management of The Westin Palace Milan.
With a degree in Tourism Business Economics and Administration, an MBA in International Tourism Business Administration, and a background in higher education that includes Cornell University, SDA Bocconi, and numerous Marriott leadership programs, Alessandra Pagano represents a new generation of hotel managers: results-oriented, but deeply convinced that success comes from valuing people and the ability to build a culture of hospitality.
In this interview with Adnkronos/Labitalia, she discusses new trends in hospitality, the challenge of attracting talent at a time when the industry is struggling to find staff, and corporate welfare, believing that the team is the brand's primary ambassador in the eyes of guests.
Since taking over as General Manager of The Westin Palace Milan in 2018, he has pursued a strategy to reposition the property.
What results have you achieved and what are your goals for the future?
Since 2018, we've embarked on a journey of evolution that has impacted both the product and the overall guest experience. We've carried out a major renovation program of the common areas and guest rooms, culminating in the complete renovation of the Presidential Suite, with the goal of preserving the hotel's historic character while incorporating a more contemporary, bright, and wellness-focused vision. At the same time, we've worked to strengthen our connection with the city, transforming The Westin Palace Milan into a place increasingly enjoyed not only by guests but also by the local community. I'm thinking of initiatives like the SuperLounge at The Lounge Bar or Il Pranzo della Nonna by Pina 1930, projects that have helped make the hotel a hub of hospitality, culture, and conviviality. Looking ahead, we want to continue investing in the quality of the experience, with a growing focus on wellness (with a wonderful project coming soon: our Tèra Spa, opening at the end of the month), personalized service, and the ability to offer a true gateway to Milan.
These past few years have been marked first by the Covid crisis, which has affected the entire hospitality industry, and then by the post-pandemic recovery. What are the new needs of your target clientele, and how can you approach your business in an innovative way?
The pandemic has accelerated trends that were already underway. Today, guests seek much more than high-end accommodations: they desire authentic experiences, well-being, flexibility, and a genuine connection with the destination. Contemporary luxury is increasingly measured by the ability to make each guest feel understood and recognized. This is why I deeply believe in personalized service. It's not simply about anticipating a request, but about understanding people and building an experience around their needs and expectations. Personalization isn't the responsibility of a single person, but the task of every department. A receptionist, a chambermaid, a bartender, or a maintenance worker can pick up on a detail, interpret an unexpressed need, and transform it into a memorable moment. The difference is made by people's attitude and the ability to look at every situation through the guest's eyes. At the same time, we've focused on enhancing local experiences and creating offerings that showcase Milan through gastronomy, culture, and lifestyle. Innovation, for me, isn't just about introducing new technologies, but about knowing how to interpret people's needs and transform them into experiences. significant. The goal is to ensure that those who stay at The Westin Palace Milan take away not only the memory of an extraordinary structure, but the emotion of having experienced something authentic, personal, and unique.
One important aspect that was revamped under your leadership was the food and beverage offering. What did you focus on?
We have worked to build an offering deeply rooted in Italian and Milanese identity, yet contemporary and open to new influences. PanEvo has become a place where tradition and innovation constantly interact. A key role in this journey is played by our Executive Chef, Moris La Greca, who interprets Italian cuisine with a contemporary sensibility and a particular attention to the quality of raw materials and seasonality. Alongside him, we are proud to highlight the talent of our young Pastry Chef, Michelle Hu, who with creativity, technique, and an international vision contributes to making the hotel's gastronomic experience even more distinctive. At the same time, we have invested in The Lounge Bar and the SuperLounge format, which combines mixology, live music, and artistic performances, creating opportunities for interaction that engage both hotel guests and the city's public. The presence of artists and performers like La Stryxia has helped build a recognizable and contemporary identity for this event. The goal is to offer much more than a restaurant service: we want to create places capable of generating emotions, connections, and a sense of belonging, transforming every moment of the day into a unique experience. an experience to remember”.
Among the latest innovations is the new Spa. What role does design play today in a modern city hotel wellness center?
Design plays a fundamental role because it helps create a state of mind even before the treatment itself. In a fast-paced, dynamic city like Milan, the spa must represent a respite, a place to find balance and time for yourself. Today, wellness is an increasingly holistic concept, involving environment, light, materials, sounds, and sensory perceptions. Design must therefore foster a sense of harmony and authentic well-being, creating a space capable of transporting guests away from the city's pace while remaining close to its heart. The new Tèra Spa fits precisely into this broader vision of wellness, which we consider one of the key directions of the hotel's evolution.
A growing trend in hotels is to increasingly open themselves to local residents and guests. Is this something you're trying to implement in your hotel, and how important is it for a luxury hotel?
Absolutely. I believe a great hotel should be an integral part of the city in which it operates, not a separate entity from its surrounding context. In recent years, we've developed several initiatives with this very goal. SuperLounge has become a venue that brings music, art, and entertainment to the hotel, while Il Pranzo della Nonna by Pina 1930 creates opportunities for meeting and socializing that engage people of different generations. The new spa will also move in the same direction, opening up not only to guests but also to external clients. For a luxury hotel, this dialogue with the local community is essential. It enriches the guest experience, allowing them to connect with an authentic and vibrant Milan, and makes the hotel a place truly rooted in the fabric of the city, capable of fostering relationships and a sense of belonging.
In your role, you're also responsible for human resources. What kind of corporate welfare do you promote?
People are the heart of hospitality. No strategy, no investment, and no structure, no matter how extraordinary, can replace the value of an engaged, well-prepared team that takes pride in its work. From a practical standpoint, I try to be present, listen, and maintain a direct dialogue with my employees. I share goals and responsibilities, invest in training, and strive to create concrete opportunities for professional growth. I also believe it's essential to recognize results and give people the space they need to express their ideas, initiative, and talent. During my experience at The Westin Palace Milan as an Olympic Family Hotel, I learned to use a typical Olympic expression. It's not simply 'well done,' but 'well played.' I find this a very effective metaphor for leadership, because what matters is not just the final result, but how you face a challenge, support the team, and contribute to the collective success. I believe a leader's job is to create the conditions for each person to give their best. An employee who feels listened to, respected, and valued also becomes the hotel's most authentic ambassador. of the brand in the eyes of guests. I also believe strongly in the value of conviviality. We take our work extremely seriously, but we try not to take ourselves too seriously as people. Sharing moments outside of the strictly work context helps build trust, team spirit, and that genuine pleasure of being together, which inevitably also reflects in the guest experience.
Is there a staff shortage problem right now in the hospitality sector, from your vantage point?
This is a challenge that affects much of the industry internationally. The hospitality industry is undergoing a transformation, and the expectations of younger generations regarding work have changed. I believe the answer cannot be limited to recruiting. We must continue to make the sector attractive through concrete growth paths, ongoing training, flexibility, and a corporate culture that truly puts people first. Hospitality remains an extraordinary profession, rich in opportunities and unique human experiences. Our task is to communicate and promote it in the right way, so that more and more young people can consider it a stimulating career choice with rich prospects.
You've worked in prestigious hotel chains in various cities. What's the current state of the hotel industry in Italy?
Italy is experiencing a very positive phase, supported by the international appeal of its destinations and the growing demand for authentic, high-quality experiences. I observe a market increasingly focused on the value of the experience, personalization, and a connection to the local area. The properties that successfully communicate their destination, integrating culture, gastronomy, wellness, and hospitality, are those that stand out most today. This is a time full of opportunities, but it also requires a constant ability to innovate without losing one's identity. Guests are increasingly informed and demanding, and they expect memorable, authentic, and tailor-made experiences.
Looking back on your career, do you think it's still difficult for a woman to reach leadership positions in this sector, and what, if any, do you think is the female advantage?
Significant progress has been made in the hospitality industry, but it's important to continue building organizations where talent, expertise, and potential are recognized without gender bias. Personally, I don't like to define leadership as male or female. For me, leading means combining strategic vision, authority, empathy, decision-making ability, and a focus on people. These are qualities that belong to leaders, regardless of gender. If I look at my own career, I see above all opportunities and professionals who have believed in my abilities. At the same time, I am aware of the responsibility we have, as managers, to help create inclusive environments in which new generations can grow and imagine any role for themselves. A particularly significant moment was welcoming Kirsty Coventry, the first female president of the International Olympic Committee, to The Westin Palace Milan on the occasion of the Milano Cortina 2026 Winter Olympic Games. Hosting a female figure who has achieved such an important and symbolic milestone sent a very powerful message. I believe that change also comes through concrete examples: people who, with naturalness and competence, demonstrate that no role should be considered beyond the reach of a woman. woman. Today, authority and leadership are not measured through formalities or stereotypes, but through the ability to inspire, build trust, and generate results together with your teams. This is the leadership model I identify with and that I try to promote every day."
(by Alessia Trivelli)
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