A stone’s throw from the ancient majesty of Angkor Wat, Raffles Grand Hotel d’Angkor is a sanctuary of colonial elegance, storied history, and timeless service.
At the helm of this Cambodian icon is Joseph Colina, a seasoned hotelier whose leadership style is built on adaptability, collaboration, and cultural sensitivity.
A believer in the power of proximity, Joseph relishes the tangible, fast-paced nature of hotel life. For him, the allure of hospitality lies in its human pulse—the ability to walk down the corridor and solve problems face-to-face, to listen deeply, and to cultivate a shared vision grounded in purpose and personality.
We spoke to Joseph about the evolving role of hotels as cultural hubs, his approach to team leadership, and why his time in Cambodia has been as transformative for him as it is for his guests.
What inspired you to pursue a career in hotel management?
What drew me into hotel management is its beautiful, almost architectural blend of human interaction, strategic thinking, and operational dynamism. It’s the only career I can think of where you have all these disciplines—customer service, HR, marketing, finance, logistics—under one roof, constantly in motion.
And what I’ve always loved is the immediacy. If I want to speak with my director of rooms, I just head upstairs. If there’s a cultural conversation to be had, I walk a few steps to our talent and culture team. That accessibility, the hands-on nature of it all, is energising. I’ve never been one for long email chains when a meaningful conversation in the hallway could achieve more.
Hospitality is a people-first business, and that constant interaction keeps me curious and engaged. It’s both deeply operational and inherently creative—and I’ve always thrived in that intersection.
How do you balance emerging trends and evolving guests’ preferences?
Hospitality trends are changing fast—and smart hotels must strike a balance between staying current and remaining authentic. One of the most important shifts we’ve seen is a growing desire among travellers to connect more deeply with the destination. They no longer just want luxury—they want meaning.
At Raffles, we lean into this. Our properties are designed to be cultural hubs, not just places to stay. In Siem Reap, we see ourselves as a connector—not only between guests and heritage, but also between visitors and the Khmer community.
That might take the form of immersive excursions, culinary experiences featuring local artisans, or conversations with our own colleagues, many of whom are passionate storytellers. We want guests to leave not only rested, but moved.
Our job is to anticipate these preferences—not just through data, but through empathy. We observe, we listen, we evolve.
Looking back, is there anything you would have done differently?
Honestly, no. That’s the beauty of this industry—it’s all about people. And with people come unpredictability, spontaneity, and the need to constantly adapt.
There were moments, of course, where I could have acted differently, but I don’t see those as regrets. Every experience—especially the unexpected ones—has taught me something valuable. In this business, you develop a kind of creative resilience. You start to welcome the unknown because it makes you better.
As a general manager, you quickly learn that the only constant is change. Trends evolve, markets shift, guests surprise you—and that’s part of the thrill.
What defines your management style?
Adaptability is key. I’m a firm believer in curiosity and the value of open ears. Some of the best ideas I’ve implemented have come from voices that aren’t always the loudest—or the most expected.
I try to cultivate an environment where people feel safe contributing, no matter their title. The best teams are those where everyone feels their opinion matters and where creativity is nurtured across departments.
I also strive to remain deeply approachable. Leadership is not about being the most authoritative person in the room—it’s about being the most attentive. That kind of culture starts with genuine listening.
What are your strategic goals and vision for the hotel, and how does that integrate into the hotel group’s aims?
My approach to vision-building is inherently collaborative. When setting goals, I bring my executive committee into the process. We start by brainstorming words—concepts that resonate with them individually and as department leaders. From there, we distil those ideas into a set of core values and strategic focus points that everyone can align behind.
It’s important to me that our vision is something people feel—not just read off a PowerPoint. If it’s going to be lived day to day, it has to be personal and co-created.
In terms of the broader picture, our goals at Raffles Grand Hotel d’Angkor align closely with the brand’s DNA: elegance, authenticity, and community engagement. We’re not just here to deliver exceptional stays—we’re here to represent Cambodian culture with respect and grace, and to provide a platform for connection between the past and the present.
What advice would you give to someone starting out?
Know your environment—and honour it. Every destination has its own rhythm, strengths, and subtleties. Your job as a leader is not to impose, but to uncover what’s already strong and build upon it.
Working in Cambodia has been incredibly humbling. Some people refer to it as a developing country, but I’ve found it to be a place of immense emotional intelligence and hospitality excellence. The warmth and empathy of the Khmer people are extraordinary.
If you want to thrive in this industry, you must learn from your environment. And that means listening—not just to guests or superiors, but to your team and your surroundings. If you do that, your development will happen organically.
Be curious, be human, and don’t be afraid to take the scenic route. Hospitality has a way of teaching you exactly what you need—if you’re willing to let it.