At the heart of Singapore’s iconic Orchard Road stands Hilton Singapore Orchard, a flagship property that blends scale with sophistication. Leading this dynamic hotel is Michael Janssen, a seasoned hospitality executive with nearly three decades of international experience.
In this interview, he shares insights on steering one of Asia Pacific’s largest Hilton properties, cultivating a high-performing team culture, and delivering elevated guest experiences in an increasingly competitive luxury market.
Leadership Insights from Hilton Singapore Orchard GM Michael Janssen
1. Can you tell us about your journey in hospitality and what led you to your current role?
I have spent close to 30 years in hospitality, working across Europe, the Middle East and Asia in both operational and leadership roles. I started very much on the operational side of the business, which gave me a strong appreciation for the fundamentals of service and teamwork.
Over time, I moved into leadership roles with larger international hotel groups and more complex properties, particularly across Asia. Those experiences shaped my approach to leadership and prepared me well for my current role at Hilton Singapore Orchard, where the focus is on building strong teams, delivering consistent guest experiences, and driving long-term performance.
2. What inspired you to become a General Manager?
Early in my career, I saw how much influence leadership has on the culture of a hotel. Leadership shapes how teams work together, how guests are cared for, and ultimately the results the business delivers. That motivated me to take on broader responsibilities beyond operations.
The General Manager role gives you the opportunity to set that tone. It allows you to support and develop people while creating an environment where teams feel trusted, empowered, and proud of the hospitality they deliver. For me, that human aspect of the role has always been the most rewarding.
3. Which role or experience shaped you most as a leader?
Working internationally has shaped me the most as a leader. Asia in particular is an incredibly dynamic hospitality market, with high expectations from both guests and teams.
Leading diverse teams across Thailand, Japan and now Singapore has taught me the importance of clarity, respect and consistency. Each market brings different perspectives, and learning how to bring people together around a shared culture and purpose ultimately drives strong performance.
4. How would you describe your leadership style?
I believe in being clear about expectations and providing structure, while giving team members the trust and ownership to deliver.
My role is to set direction, support the team and create the right environment for them to succeed. When people feel empowered and know their contributions matter, they naturally take pride in what they do.
5. What skills are essential for a General Manager today?
A strong commercial mindset is important, but equally critical are emotional intelligence and interpersonal skills.
Hospitality is ultimately a people business. You need to understand your guests, your teams and the market around you. The ability to remain calm, stay objective, make sound decisions and guide teams through change is essential in today’s environment.
6. How do you motivate teams in a high-pressure environment?
Communication and transparency are key. Team members want to understand the purpose behind what they are doing and how their efforts contribute to the bigger picture.
Recognition and development also play a major role. When people feel valued and see opportunities for growth, they remain engaged even during demanding periods. At Hilton, we talk a lot about creating opportunities for our team members, and that mindset is very important to me.
7. Can you share an example of improving team performance?
Often the issue is not capability but alignment. I have worked with teams that had strong skills but needed clearer direction and greater confidence.
By reinforcing shared goals, investing in leadership development and encouraging a “one-team” mindset, performance improved significantly. When teams feel supported and connected to a common purpose, results naturally follow.
8. How do you balance operational efficiency with guest experience?
Strong operations enable great guest experiences. When systems and processes are clear, teams can focus their energy on the guest rather than solving operational issues.
That creates the space for them to focus on what really matters — taking care of people.
9. What strategies have had the biggest impact on performance?
Aligning commercial strategy with operational execution is key. This includes understanding and optimising revenue streams, strengthening food and beverage offerings, and managing costs responsibly.
At a large property like Hilton Singapore Orchard, with 1,080 rooms, extensive event spaces and multiple dining concepts, collaboration across teams is essential. When everyone understands the bigger picture and works toward a shared goal, both the guest experience and the business perform better.
10. How do you incorporate guest feedback?
Guest feedback is incredibly valuable because it provides direct insight into how guests experience the hotel.
We review feedback regularly and look for recurring themes rather than focusing on individual comments. The important part is turning those insights into action. When teams see how feedback leads to improvements in service or operations, it creates a strong sense of ownership and pride in delivering a better guest experience.
11. What has been the biggest challenge in your career?
The COVID period was without question the most challenging time in my career. The level of uncertainty the industry faced was unprecedented.
Supporting teams through that period while navigating difficult business decisions required resilience, empathy and constant communication. It was a powerful reminder that hospitality is ultimately about people. Looking after your team during difficult times is just as important as managing the business itself.
Beyond that, every new international move and leadership role brings its own challenges. Adapting to new environments and cultures requires flexibility, the support of family, and the strength of a trusted leadership team.
12. How do you prioritise when everything feels urgent?
I focus on impact and risk. Not everything that feels urgent carries the same level of importance.
Having a strong leadership team and clear delegation helps ensure the right priorities receive the attention they require.
13. How do you measure success as a General Manager?
Success is a balance between financial performance, guest satisfaction and team engagement.
For me, it is also about performing strongly within our competitive set while staying true to Hilton’s values. When commercial results and team culture grow together, the hotel performs at its best.
14. Where do you see the future of hospitality heading?
Guests increasingly look for more personalised and meaningful experiences. Technology will continue to support convenience and efficiency, but hospitality will always remain a people-driven industry.
The human connection is what guests will remember long after their stay.
15. What advice would you give aspiring hotel managers?
Build strong operational and commercial foundations early in your career. Stay curious, remain open to feedback, and lead with integrity.
The more challenging periods in your career are often the ones that shape you the most as a leader.
Hilton Singapore Orchard
333 Orchard Rd, Singapore 238867
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