As the global head of growth for the Inclusive Collection at Hyatt Hotels Corporation, Javier Coll leads the global expansion of the luxury all-inclusive portfolio. He has more than 20 years of experience with the company and sees a bright future ahead for the segment, the industry and aspiring hospitality professionals.
—Abby Elyssa
Why hospitality? Why are you passionate about the industry?
The hospitality industry gives me the opportunity to connect and collaborate with diverse guests and colleagues from varied backgrounds and cultures, all with the same passion for experiencing and servicing memorable moments. People are at the heart of the hospitality industry, and at Hyatt, we care for people so they can be their best. I continue to be inspired and amazed by the growth and opportunities we foster as a company. With the integrated teams I lead, I am invigorated every day and look forward to the bright future ahead.
What was your first hospitality job? What did you learn there?
Back in 1992, I was in college in Barcelona. I was tutoring a friend in economics, and her family owned a hotel chain. Her father offered me a summer job at the hotel, and that kickstarted my hospitality career. Although I had never heard of an all-inclusive hotel at the time, I used the principles I did understand—economics—to help him decide whether to convert three of his traditional European plan (EP) hotels in Majorca to an all-inclusive (AI) format.
Can you detail your current role? What do you plan to accomplish this year?
My primary focus is to formulate and execute strategic initiatives that drive the expansion and success of the Inclusive Collection, part of World of Hyatt. I lead efforts in identifying new business opportunities and collaborate with cross-functional teams to ensure our continued growth in a dynamic industry. I’m also involved in building strategic partnerships and fostering innovation.
The Inclusive Collection has been the leading authority in the all-inclusive space for more than 20 years with the largest luxury all-inclusive portfolio in the world. This ongoing success can be attributed to our innovation and operational efficiencies, and our bold management style. I aim to continue growing the Inclusive Collection in 2024 and further solidify our position in the global market.
What are some current industry challenges? How are you managing those?
As the all-inclusive model continues to evolve, we are seeing shifts in traveler demographics and stay occasions. From wellness getaways to solo travelers, family reunions, milestone celebrations, romantic occasions and work-related retreats, the preferences of the new generation of travelers have transformed. We have created a portfolio of unique brands that complement each other rather than compete, catering to different traveler needs, occasions and destinations. Our two newest brands, Impression by Secrets and Hyatt Vivid, are examples of this as they innovate the all-inclusive experience and address guest and market needs.
Additionally, luxury travel continues to be redefined, especially in the all-inclusive space. It’s our job as executives to never lose sight of shifting market conditions and to continue to adapt to meet the needs and preferences of guests. Keeping this in mind, we’ve been able to successfully offer new destination options and create new brands that cater to guests’ ever-evolving desires throughout Mexico, the Caribbean, Latin America, Central America and Europe.
What’s on the horizon for Hyatt? What are you excited about/have in development?
This year, we will expand our presence into new destinations in countries where we are currently located, like with the opening of Dreams Estrella del Mar Mazatlán Golf & Spa Resort in Mexico and Zoëtry Halkidiki Resort & Spa in Greece. We will also debut in new destinations—such as Portugal with the opening of Dreams Madeira Resort, Spa & Marina—and continue to expand our resort portfolio into established markets, such as the Dominican Republic with the recent opening of Secrets Tides Punta Cana. Looking further ahead, in the next 10-15 years, destinations like Saudi Arabia and the Middle East, Morocco and Egypt in North Africa and Asia-Pacific may be viable locations for all-inclusive resorts.
How should the industry work to attain and retain hard-working hospitality professionals?
Attracting and retaining top talent in the hospitality industry is paramount to our success. To achieve this, I believe in investing in the professional development of our staff. Continuous training opportunities and programs that nurture their skills not only contribute to their personal growth but also enhance the overall quality of service we provide.
Additionally, fostering a positive and inclusive work culture is crucial. As part of Hyatt’s World of Care, we take great lengths to ensure we are supporting diversity, equity and inclusion both within our own team and also through our suppliers and business partners. Embedding DE&I into every part of our business is how we bring our purpose to life, which is to care for people so they can be their best.
Finally, recognizing and rewarding hard work and promoting a healthy work-life balance are key elements in retaining dedicated professionals. By prioritizing the well-being and growth of our team members, we create an environment where they feel valued and motivated to contribute their best to the success of the Inclusive Collection.
