Global Wisdom with Leon Mascarenhas

From Mumbai to Mackay: The Global Wisdom of Hospitality Leader Leon Mascarenhas

Leon in Hospitality with great insight

In a world where hospitality often means simply offering a bed and breakfast, Leon Mascarenhas brings a refreshingly layered perspective: one built on decades of experience across continents, cultures, and hotel models. From luxury resorts in Thailand to operations in regional Australia, his journey weaves deep industry understanding with practical insights that are more relevant than ever.

We sat down with Leon to unpack his career path, his unique take on hospitality operations, and the lessons he's picked up from a life in the business of people.

A Global Journey in Hospitality

Leon’s story begins in Mumbai, where he first stepped into the world of hotels, eventually joining the Hyatt Group—a move that would shape his early career. After gaining a strong foundation in food and beverage, he made a bold leap to New Zealand. From there, his professional path took him through Thailand and ultimately to Australia, where he now works as Cluster General Manager at Minor Hotels, overseeing operations in Mackay and beyond.

His exposure spans a variety of roles—front office manager, resort manager, regional operations manager—each one adding a new dimension to his approach. His insights reflect the rare mix of hands-on operational leadership and high-level strategic thinking.

Strata Titles and Franchising: A Complex Dance

One of the more nuanced insights Leon shared centers on the often-misunderstood world of strata titles and franchising in hospitality. “It’s a different ballgame,” he says, highlighting how brands like Minor and Accor have leaned into strata title models, while others—like Marriott—remain hesitant.

He explains the dynamic clearly: “You can kind of sell the brand as a franchisee... but also understand where both these things meet.” This understanding helps him navigate ownership structures and branding decisions that directly impact hotel performance and growth potential.

No Day Is the Same—And That’s the Point

Leon’s daily routine reflects the unpredictable nature of hotel management. He starts with walkarounds to check in with department heads, reviews revenue figures, and monitors guest feedback through NPS (Net Promoter Score) tracking.

“There is no planned day in the hotel business,” he says. “You never know what the day throws at you.” Yet his consistency in leadership—balancing numbers with human connection—is what allows his team to function smoothly despite the chaos.

The Challenges: Revenue, Staffing & Strata Realities

From inflation and rising costs to staffing shortages driven by immigration policy, Leon doesn't shy away from the industry’s biggest hurdles. He’s especially candid about the difficulties in finding reliable local staff in regional Australia, noting a heavy reliance on immigrant workers.

Strata-title properties also bring complications. “The owner doesn’t want to spend money... that’s always on the back burner,” he admits. But he also sees structure and long-term planning as key to maintaining standards in such settings.

People First: The Heart of Hospitality

Perhaps Leon’s most enduring philosophy is his people-first mindset. “Hospitality is a people business,” he says. “You’ve got your external clientele—your guests—and your internal clientele—your staff. If you look after your staff, you don’t have to worry about your guests.”

This fair-but-firm leadership style is all about balance. Be just, he advises. “You cannot let one person’s errors define the business.” It’s a lesson in accountability and empathy that applies to any business.

The Brand Question: Know What You’re Building

Leon’s perspective on branding is refreshingly pragmatic: “Will I make money on my own, or do I need the brand?” He challenges owners to think hard about their goals. “Do you want to take that hundred thousand to a million and that million to ten?”

This clarity around brand value vs. independence is especially useful for aspiring hoteliers. “If Sheila’s Resort doesn’t have that global reach, then yes, you need that brand. But if she’s content with a local market, maybe not.”

Leon and the Heritage Collection team

The Small Touches That Leave a Big Impression

Even in large operations, Leon insists on small, personal touches. For his VIPs, he handwrites welcome cards and includes a complimentary drink coupon—simple gestures that humanize the experience.

In resort settings, he personalizes even further: tropical amenities, local fruits, and culturally relevant details that help guests connect with their destination. “Don’t give them their own culture,” he advises. “Give them the experience of that location.”

Key Takeaways from Leon Mascarenhas

• Adaptability is essential. A hospitality leader must navigate everything from economic shifts to unexpected guest demands.

• Know your business model. Understanding the interplay of strata titles, ownership, and franchising can make or break profitability.

• Put people first. Happy staff equals happy guests—culture starts from within.

• Brand wisely. Clarity about your goals will determine if a franchise is worth the investment.

• Details matter. Thoughtful, personalized experiences build loyalty and reputation.

  
  

Leon Mascarenhas may now lead a cluster of hotels, but his leadership still reflects the grounded values of someone who started in the trenches of service. His story is a testament to lifelong learning, cultural curiosity, and the power of hospitality done right.

 CG.