Zaylan: We’re excited to have you here with us today, Theo! Where exactly are you in the world right now?
Theo: Good afternoon from Budapest, Hungary. I’ve been calling this home for the past five years.
Zaylan: And where’s home originally?
Theo: Greece—though my accent probably gave that away.
Zaylan: Did you grow up on the islands? What was life like?
Theo: Actually, no—I’m from the mainland. And it’s a pretty harsh place, especially in winter. We’d get temperatures down to -10°C, which is about zero Fahrenheit. I grew up kayaking, snowboarding… definitely not the picture most people have of Greece. Not the white-sand, blue-water postcard version.
“What matters most is the moment—where you are, who you’re with—if all that lines up, you’ll enjoy it no matter what.”
Zaylan: Since you're in food and beverage, I have to ask—what’s your favourite food and drink?
Theo: That’s a tough one. It’s actually easier to say what I don’t like. I can’t stand okra—I don’t know why, I just can’t. But otherwise? I’ll try and enjoy just about anything, from any cuisine. As long as it’s not spoiled or rotten, and the company is good, I’m happy.
Zaylan: Are you a wine guy? You’ve made some great introductions for Ellis Adams Group in that space.
Theo: I wouldn’t call myself a wine guy, but I do love wine. Whether it’s a $20 bottle from a small local producer or a $2,000 label, what really matters is the context. Where you are, who you’re with—if all that lines up, it’s going to be a great bottle.
Zaylan: You’ve worked at so many hotels. Do you have a favourite or one that stands out as most memorable?
Theo: That’s actually an easy one. Ritz-Carlton stands out as the most memorable brand I’ve worked with. But in terms of personal significance, the first hotel I ever worked at will always be special. It was a place in Cyprus called Amathus. I started as a trainee and eventually became the hotel manager of one of their resorts.
Zaylan: What about a favourite travel destination?
Theo: That one’s harder. I’ve had so many incredible experiences. I lived in the Caribbean for three years—amazing lifestyle. You could walk the beach and swim every single day of the year. But the mosquitoes were brutal. I’ve also loved parts of Greece and driving up and down California’s 101. Beautiful scenery, great energy. So no, I can’t pick just one.
Zaylan: Where in the Caribbean?
Theo: I was in Grand Cayman—at the Ritz-Carlton Grand Cayman. I spent three years there. My son was actually born on the island.
Zaylan: No way! And you were part of the Cayman Cookout, right?
Theo: Yeah, I was. Honestly, more involved than I expected—right from year one. It’s more than just an event. It’s four days packed with back-to-back activity. When I started, there were about 45-50 events; by the time I left, it had grown to 60. It was intense.
But the experiences were once in a lifetime. I found myself in a kitchen with Eric Ripert, Daniel Boulud, Daniel Humm, Thomas Keller, Michael Mina—all at once. Just working alongside one of them would be a dream. All of them? Unreal.
And then you had José Andrés bringing his signature energy into the mix. It was unforgettable. I’m glad I don’t have to do it anymore, but I’m incredibly grateful I was part of it.
“Hospitality was never my plan. I actually wanted to become a pilot.”
Zaylan: Let’s do a quick lightning round—favourite movie, book, and sport?
Theo: Favourite sport is easy: whitewater kayaking. I grew up doing it. You connect with nature, get an adrenaline rush, and at the same time, it’s incredibly peaceful.
Favourite book—The 7 Habits of Highly Effective People. I’ve read it five or six times. Every time I go back, I pick up something new—something I missed before.
Favourite movie… I’m drawing a blank. I’ll get back to you on that one.
Zaylan: Now going back in time—what first pulled you into hospitality? Was there a moment or a person?
Theo: Funny enough, hospitality was never part of the plan. I actually wanted to be a pilot. But I grew up in our family’s supermarket business, and in hindsight, that’s where I first learned about service. I didn’t know it then, but that foundation was already there.
I ended up at the Glion Hotel School—which is one of the top Swiss hospitality schools. But even that happened by chance. I had a conversation with my father the week before I joined, and he told me, “If you start, you have to finish.” The first two weeks were rough. I wanted to quit. But he poked my ego just enough for me to stick with it.
And I’m glad I did. Through school, internships, and early roles, I realized I had a real passion for it—and maybe even a bit of talent.
Zaylan: You’ve played so many roles in hospitality. Which ones stand out as most memorable?
Theo: It’s hard to single out specific roles because each one shaped who I am. But a few milestones stand out. In 2010, I became the youngest hotel manager on the island of Rhodes. That was during Greece’s financial crisis, which made the job even more challenging—but also one of the best learning experiences of my life.
Being part of the team at Ritz-Carlton Grand Cayman was another major moment. And opening the first Ritz-Carlton Yacht—Evrima—was unforgettable. I was there when it was just steel and construction. To watch it evolve into a luxury experience sailing across the sea… I feel incredibly grateful to have been part of that journey.
Zaylan: Has working in so many countries changed how you think about hospitality?
Theo: Absolutely. Culture is everything in our industry. Understanding someone’s background—whether they’re a guest or a team member—is what makes this work so rewarding.
I’ve met people from villages I’d never heard of, in parts of the world I never imagined I’d visit. I have friends from everywhere—different religions, languages, customs. And hospitality gave me that.
Zaylan: With all that diversity, do you have a go-to philosophy for creating guest experiences that resonate across cultures?
Theo: I do. It’s simple: put yourself in the other person’s shoes. Empathy is the key.
It doesn’t matter where someone’s from—if I take the time to understand what they need, I can create something meaningful. Over time, that understanding allows me to anticipate their needs before they even say a word. And when you get that right—when you put a smile on someone’s face—that’s everything.
“It’s not just about the wine we’re going to sell… it’s about the experience we’re going to provide.”
Gaby: You’ve supported so many pre-openings. What does that support actually look like?
Theo: Pre-openings are intense. There are so many moving pieces, so many variables, and always a hundred things that could go wrong. But that’s also what gives me the adrenaline rush I love.
I usually explain it like this: imagine you’re moving into a new home. You plan it all—where the table goes, where the sofa sits, the lighting, the artwork. You’ve spent weeks thinking through every detail.
But on the first night, when you finally lay your head on the pillow, your mind starts racing: “That lamp doesn’t work there.” “This drawer isn’t practical.” “I should’ve picked a different rug.”
Now imagine that—but with hundreds of rooms, dozens of outlets, and hundreds of staff. That’s what a hotel pre-opening feels like.
Gaby: So it’s that rush of problem-solving in real time that keeps you hooked?
Theo: Exactly. I need that excitement. I get restless if I stay in one place too long. My wife knows it—after a while, she’ll ask, “Are you still committed… or is it time for the next adventure?”
Gaby: You were the pre-opening F&B Director for Evrima—did I pronounce that right?
Theo: You did! Evrima—the first Ritz-Carlton Yacht.
Gaby: Can you share a story from that project that captures the essence of luxury at sea?
Theo: I had a few stories in mind, but once you added "luxury at sea," one stood out. That project really redefined luxury cruising because we brought the Ritz-Carlton culture to a space it had never been before.
We had two very different types of guests. Some were longtime Ritz-Carlton loyalists but had never been on a cruise. Others were seasoned cruise veterans who had never experienced Ritz-Carlton. We had to create something that resonated with both.
It wasn’t just about offering fine wine or great food. It wasn’t just about the destinations. It was about weaving all of those elements together, anchored in the Ritz-Carlton philosophy. That’s what made it special.
Gaby: I heard you say it’s not just about the wine—but what’s the rest of that line?
Theo: It’s not just about the wine we’re going to sell, the meal we’re going to serve, or the destination we’re sailing to. It’s about the experience we’re going to create—one that blends all of those pieces with heart and intention.
“Building that trust, being present for each other, and staying connected through the chaos… that’s what gets us through.”
Gaby: Whether it was Cayman Cookout or Matild Palace—were there any projects where everything just clicked?
Theo: Definitely the Ritz-Carlton Grand Cayman. That experience was transformative.
Even before officially joining Ritz-Carlton, I had already embraced their culture. So when I arrived and was surrounded by a thousand other Ladies and Gentlemen who lived and breathed those same values—it was a magical moment. It showed me how far we could go when everyone is aligned around the same purpose.
Gaby: When you're launching a property from scratch, how do you stay grounded? Do you have any rituals or habits that help?
Theo: Honestly, my daily routine helps a lot. But what really keeps me going is building trust with my team. That’s the only way this process becomes both successful and enjoyable.
The work is demanding—physically and mentally. The days are long, and the nights are longer. You’re constantly being pulled in ten directions at once. If you don’t have a team that supports you—people who lift you up when you're having an off day—it becomes impossible.
So building that trust, being present for each other, and staying connected through the chaos… that’s what gets us through. And when the doors finally open and the first guest walks through—that feeling? It makes it all worth it.
Gaby: That seems to be a common thread—we’ve heard it from several team members: trust is everything.
Theo: Exactly.
Zaylan: After everything you’ve done in hospitality, how did you end up at Ellis Adams Group?
Theo: That’s easy—Chris.
Well, not only Chris. I first met him when he came onboard the Ritz-Carlton Yacht as a trainer, along with Maricela. That’s where we connected. Later, we worked together on various openings—I was coming in from the Marriott side, and got to know the EAG team: Chris, Maricela, Manny, Kenny. I realized we all shared the same values and passion.
At one point, I was approaching the final stretch before opening the W Prague. I had a quick conversation with Chris—just five minutes—but it stuck with me. I thought, “If that’s an option, I want to explore it.”
A few calls later, here I am.
It’s been a big shift. I spent the last 10 years with Marriott, in a very structured environment. I was nervous about how moving into consulting might affect me—personally and professionally. But honestly? I’m loving it more and more every day. And I’m not saying that because Chris might hear this—that’s just the truth.
“We want to create unforgettable guest experiences. A great product enhances that. It’s a win-win.”
Zaylan: Now that you’re on the consulting side, how has your perspective changed? What excites you about this new chapter?
Theo: Great question.
What excites me most is the variety. Before, I was focused on a single property and a single team. Now, I’m working with multiple properties—each with different needs, different challenges, and different personalities.
My job now is to figure out how to support each team and help them bring out the best in themselves, their people, and their spaces. It’s incredibly engaging. Every project is a new puzzle—and I love solving puzzles.
Zaylan: Can you tell us more about the Ellis Adams Group Beverage Ambassador program?
Theo: Absolutely. A big part of what we do—especially when we’re on-site—is help elevate the beverage and culinary programs at each property.
I’m lucky to work with Emmanuel in our EMEA office—he’s incredibly talented. Just bouncing ideas with him helps me grow every day.
When we walk into a property and see a beverage program that’s not quite balanced—or not aligned with the brand or guest expectations—we step in to help. We fine-tune, suggest changes, and bring in suppliers or producers we trust to recommend the right products. It’s all about enhancing the experience.
On the training side, I’m a huge fan of NiteCapp. It’s such a practical tool—it helps teams understand what they’re selling and how to sell it better. Between tools like that, our internal knowledge, and our industry relationships, we’re able to really strengthen the beverage experience across the board.
Zaylan: So if you’re a winery in Italy trying to get into luxury hotels across EMEA… you’d want to talk to your team?
Theo: Absolutely. In fact, we had that exact conversation with a producer just a couple of weeks ago. At the end of the day, they want to sell a great product, and we want to create unforgettable guest experiences. A great product enhances that. It’s a win-win.
Zaylan: What’s one story that really sticks with you from all the openings you’ve been a part of? Maybe from Prague, Saudi, or Hungary?
Theo: One moment that stands out was from the Ritz-Carlton Yacht—Evrima.
It was the night before our first guest voyage. We were docked in Barcelona. The provisions had just arrived—around 6:00 PM—and we had about 100 pallets sitting on the dock. Mostly food and beverage. Nothing was stocked. No mini bars were filled. No prep had been done for the next day’s lunch.
But somehow—we pulled it off. As a team.
We loaded everything. Stocked every mini bar. Got the products into every kitchen. The culinary and beverage teams were able to start prep first thing in the morning.
And by 10:00 AM, when the onboarding process began and guests stepped onboard—champagne was chilled. Everything was in place.
That was the peak of adrenaline. One of the most intense, unforgettable countdowns I’ve ever experienced.
“Every decision has to pass through one filter: Will this enhance the guest experience or not?”
Gaby: Your career has centred around operational excellence—but what does that actually mean in practice? Can you share an example of a behind-the-scenes decision that impacted the guest experience?
Theo: I always go back to this principle: whatever I do—whatever we do as a team—should be in service of the guest’s comfort.
Guests are there to enjoy themselves. Whether they’re at the bar, in a restaurant, or relaxing at a resort—they’re there for the moment, not for our challenges.
So if we’re short-staffed, if a pipe breaks, if we’re having an off day—that’s not their problem. They still deserve a seamless experience.
That’s why every decision has to pass through one filter: Will this enhance the guest experience or not?
It applies to everything—from managing a table to launching a new hotel. It’s the same principle, just scaled up or down.
Gaby: Yeah—it’s like the backstage of a performance. The audience doesn’t need to see the chaos. They just want a great show.
Theo: Exactly.
“Whether I’m in a taverna in Greece or a three-star Michelin restaurant—it’s not about the cutlery. It’s about whether I feel like someone truly cares.”
Gaby: How do you bring warmth and authenticity into a space that’s often very structured and high-pressure? What’s your secret to making luxury feel human?
Theo: That’s a great question.
When I started, servers were expected to be invisible. There was this unspoken idea that we were beneath the guest—that our presence should barely be noticed.
But that’s changed.
Today, people don’t return to hotels just for the décor or the location. Those things matter—but what drives loyalty are the moments. The stories. The human connections.
And those only happen when we’re real—when we’re genuine. I’ll never be able to please every guest perfectly. Sometimes I’ll miss something, or something will go wrong.
But if I show up authentically, if I genuinely care, the guest will feel that.
In fact, those moments often have the most impact. You might go to a high-end restaurant and everything’s flawless—but what you’ll remember 15 years later is the night something went wrong… and someone cared enough to make it right.
That’s why we need structure, sure—but we also need to empower people to be themselves. That’s how you turn a good experience into a great one.
Gaby: I love that. Do you think that kind of warmth can be trained, or is it something you either have or don’t?
Theo: Like any skill, if you’ve got it naturally, it’s easier to develop. I can teach someone the technique—how to greet a table, how to read body language—but I can’t teach someone to care.
That emotional engagement? It has to come from a real place.
Gaby: You’ve trained countless teams. What’s something you always try to instil, no matter where in the world you are?
Theo: I always go back to the Ritz-Carlton philosophy: genuine care and comfort of our guests.
That’s the silver thread that connects every great hospitality experience.
Whether I’m having a simple meal at a family-run taverna in Greece, or dining at a three-star Michelin restaurant—it’s not about the cutlery or the linens. It’s about whether I feel comfortable. Whether I feel like the people around me genuinely care that I’m enjoying the moment.
That matters more than anything.
“I can’t really call myself successful if the people around me feel otherwise.”
Zaylan: What does success mean to you now, in your role at Ellis Adams Group?
Theo: That’s a tough one.
Success means different things to different people. But for me, I don’t think I can call myself successful if the people I’m supporting feel otherwise.
So, success is when the teams I work with—whether they’re launching a new hotel or transitioning into a new brand—feel my impact. If I’ve helped improve their daily lives, given them tools that actually work, and helped them deliver better guest experiences… that’s what success looks like to me.
Zaylan: You’ve built a career that’s both wide-ranging and deeply focused. If you were mentoring someone just starting out in hospitality, what would you tell them?
Theo: The first thing I always say: don’t chase the title. Don’t chase the money.
Go where you can really learn. Surround yourself with experts. Absorb everything you can.
The title, the recognition, the money—it’ll all come. Maybe fast, maybe slow—but it will come.
Unfortunately, especially on the culinary side, there’s a lot of pressure around titles these days. You see 20-year-olds calling themselves chefs after a couple years in the kitchen. But like Marco Pierre White once said, “You’re not a chef until another chef calls you a chef.”
It’s not about what’s on your business card. It’s about the value you bring to the team. Can you read the room? Can you respond in the right way at the right time? That comes from experience—and you only get that by putting in the reps.
Zaylan: If you could design your own perfect hotel experience—what would absolutely have to be part of it?
Theo: That’s a hard one to answer specifically, because it really depends on the location—and most importantly, the guest.
A traveller arriving in New York has very different expectations than someone vacationing on a small island in Greece.
To me, the ideal hotel starts with understanding the guest: who they are, why they’re there, what they want to experience.
If I’m living in Hungary, I don’t want to go out of my way to eat Greek food—I want to taste Hungarian cuisine. I want to feel immersed in the culture, the music, the energy of that place.
So the design of a perfect hotel? It has to be rooted in the identity of the guest and the destination.
Zaylan: Final question—when you look at the future of hospitality, what excites you most?
Theo: I’m really curious to see how technology continues to evolve within the industry.
It’s already had a huge impact. A few years ago, people were worried tech would make hospitality feel cold or impersonal—but we’ve seen the opposite.
Tools like Nitecapp, for example—they help enhance the guest experience. They make it easier to train teams, understand products, and connect with guests.
