Md Al-Amin, GM of Six Seasons Hotel inspires K Tanzeel Zaman with his foresight in the industry and his ability to set a standard of his own in the hospitality sector
The youngest hotel GM ever in the history of the country Md Al-Amin, has brought significant positive changes in the hotel industry. He is currently providing services to Six Seasons hotel, and under his management, the hotel has ranked top on TripAdvisor for quite a long time. His colleagues and team members describe him as someone with a vision who does not mind taking risks to reach his goals.
Previously he had the opportunity to lead the Sales & Marketing of The Westin Dhaka for around three years and successfully could retain the leading position in a highly competitive market. Under his portfolio, he managed Room Sales, Banquet Sales, Marketing, Digital Marketing, Public Relations, and Partnership of Westin Dhaka. Below are the excerpts from his interview with ICE Today.
Please give us a brief account of your journey so far.
As a marketing major, I started my journey at Grameenphone in 2005. I moved to hotel management in 2008 with Pan Pacific Sonargaon Dhaka. Eventually, I went on to work at The Westin Dhaka as a Director of Sales & Marketing, where I have honed my skills as a hotelier further. I left Westin to join a local boutique hotel as a General Manager in my own right in 2019. I started at Six Seasons Hotel as the youngest Bangladeshi to work in such a post at a boutique hotel. Looking forward, two or three years down the line, I hope to step into the hospitality industry as an entrepreneur; let’s see how that pans out!
Given that you have a very diverse experience in multiple sectors, what qualities have you developed over your career?
I always try to work hard and not take the shortest route to anything. I’m quick on my feet and can analyze a situation to map out my next move reasonably fast. I often take the competition personally; while working at Westin, I often theorised that it wasn’t Westin competing against other hotels, but it was me up against them. But, even so, my approach has always been very optimistic when it comes to success, and failure too, for that regard.
Do you consider yourself a risk-taker?
Very much so, yes! Leaving Westin to pursue Six Seasons was a significant risk that many would not have otherwise taken. I was reasonably comfortable too there, but somewhere along the lines, I felt that I wouldn’t be able to explore my fullest potential there. I’m never one to compromise, even if that invites struggle. Given how I always have to live up to the expectations I set for myself, taking risks is a part of the game.
Having an extensive career in the hospitality industry, what is your forecast on the sector during and after the pandemic?
Fortunately or unfortunately COVID-19 is such a unique pandemic, which has affected every country and all businesses around the world. We had nothing to learn from and could only adapt and accommodate. Before the outbreak hit Bangladesh, the hospitality industry, in particular, was growing. But now, it looks like many smaller-scale hotels may not survive the storm, and the industry may be left suffering the consequences for at least two years. But I believe the coronavirus calls for a massive paradigm shift in how we used to do things. Zoom meetings and the new dawn of digitalisation have shaken things up for the better, and the sooner we change with the tide, the better. Despite how the storm weathers us, I think Bangladesh’s developing economy stands a very good chance at recovery.
The Six Seasons Hotel has already made its mark in the hotel industry for its exceptional service, even placing #1, according to TripAdvisor’s rankings. What other innovations do you plan on implementing into the boutique hotel?
Since the hotel’s inception, the focus has always been on incorporating multiple cultures and styles into the services that offer our clients and prioritising customer service above everything else. Although Six Seasons is just a boutique hotel, I feel it has always competed with the chains. When I was appointed as GM here, my goal was to take the brand even further and make it well-known to people. After hours of labour and multiplied team efforts, it was finally ranked no. 1 on TripAdvisor ratings based on honest customer reviews. It was a big win for us.
Speaking of the innovations we wish to implement next, we are currently working on an exclusive butler service catering to all the needs of VIP clients. Being the first local hotel to do so, we’re also looking to incorporate automation in some more aspects of the experience you get at Six Seasons. An example would be an integrated, digital service where a touch-less 360° food and beverage experience is provided to the customer, even specifying calorie counts. So, we’re very excited!
In your opinion, what qualities must a GM in this sector possess?
A GM in the hospitality industry must be contemporary in his thoughts and a visionary in his approach. What’s tricky about this business is that you have to tailor your speech and human resource management skills to reach every demographic in your list of employees and clients. A GM must always be in-the-know and stay caught up with how others the same business are doing and what they are implementing.
What are the most challenging aspects of the job?
The first challenge, to me, is the solitude that comes with being a GM. At this position, you’re not a friend to either the employees or the owner, so, you are essentially just a bridge between the two parties, conveying expectations between them. The job can also get pretty monotonous at times, requiring some pretence as part of the deal. You’ll never be able to tell what personal problems a person in this business may be facing, as, no matter what, they will always have a smile on their face when interacting with customers.
Are the challenges for a GM of native origins different from those faced by foreign nationals in a similar post in this industry?
Here, if you look at standard hotels, I don’t think we’re prepared to accept a GM of a standard hotel being a native of that country. A Bangladeshi GM is not what we’re programmed to listen to in this sector; looking up to a foreigner in that seat is a more natural turn of events. But we are shifting our perspectives and changing for the better.
Any advice for the young hoteliers in our current generation?
Standard advice on the importance of good grooming, expert communication skills and an open mind with a humble nature applies to all the young hoteliers trying to make it big in this industry. But, more than that, I feel a hotelier must not harbour any bigoted views. Some applicants may be put off by the idea of a hotelier attending a customer directly by portioning food on their plates, serving them first-hand or washing dishes and making beds. But if you look at some examples of the profession, you’ll see that most GMs started from the bottom being door attendants and stewards. In that sense, a hotelier isn’t just someone who shows up to work, confident in a suit, but he’s someone who has to keep everyone happy.