Set against the stunning backdrop of UNESCO-listed Halong Bay, InterContinental Halong Bay Resort is poised to redefine luxury travel in northern Vietnam. At the helm is Jesper Larsen, a seasoned Danish hotelier with over 25 years of international experience across Europe and Asia.
From managing award-winning flagship properties to overseeing major pre-openings and turnarounds, Jesper’s career has been shaped by adaptability, cross-cultural insight, and an unwavering commitment to excellence.
Having led high-profile projects for Hilton and Steigenberger in destinations as varied as Tokyo, Da Nang, Bali, and Denmark, Jesper now brings his operational expertise and people-first philosophy to Vietnam. His focus at Halong Bay? Crafting a resort that’s as authentic as it is elevated, and as thoughtfully managed as it is beautifully designed.
I studied hotel management and began my journey on the operational floor, working my way up through diverse roles and regions. Over time, I developed a strong focus on change management, particularly in pre-openings, renovations, and strategic turnarounds.
Today, I serve as General Manager of InterContinental Halong Bay Resort, where I led the pre-opening and now focus on establishing the resort as a luxury benchmark for Vietnam. What excites me most is bringing together global hospitality standards with local cultural richness—creating something truly special in one of the world’s most breathtaking destinations.
What inspired you to pursue a career in hotel management?
I’ve always been fascinated by people and cultures. Hospitality gave me a front-row seat to both. Early in my career, I saw how a single, well-executed stay could create lasting memories—and I knew then this was the path I wanted to follow.
How do you balance emerging trends and evolving guests’ preferences?
By staying curious and closely connected to both guests and the market. Today’s travellers expect personalisation, sustainability, and wellness, but above all, they value authenticity.
We listen carefully to feedback and watch how expectations shift. New ideas are embraced—but only when they align with the hotel’s DNA and add meaningful value to the guest journey.
Looking back, is there anything you would have done differently?
Yes—I would have taken more risks earlier in my career. Pushing into discomfort zones—new markets, complex roles, leadership development—always delivers the biggest growth. I see now how those early steps build stronger leaders.
What defines your management style?
Visible, hands-on, and people-centric. I lead by example and set clear expectations, but I also believe in trust and empowerment.
I want my team to feel inspired, accountable, and proud of the service we deliver. At the end of the day, hospitality is about people—and I believe in nurturing a culture that reflects that.
What are your strategic goals and vision for the hotel?
Our goal is to establish InterContinental Halong Bay Resort as one of Vietnam’s premier luxury destinations. Strategically, we’re focused on delivering exceptional guest experiences while building a culture of operational excellence.
We’re also aligned with IHG’s wider vision—to expand brand presence in Vietnam and contribute meaningfully to the region’s luxury tourism growth through thoughtful leadership, local engagement, and global standards.
What advice would you give to someone starting out?
Be curious and stay humble. Learn every facet of hotel operations, seek mentorship, and embrace opportunities outside your comfort zone.
Hospitality is tough, but also incredibly fulfilling if you truly care about people. Never lose sight of that—it’s the heart of everything we do.