Positioned on the iconic Brighton seafront, DoubleTree by Hilton Brighton Metropole is one of the South Coast’s most historic hotels—and today, it’s also one of its most forward-thinking.
At the helm of its recent multimillion-pound refurbishment and rebrand is Rekha Sohun, a dynamic general manager whose global hospitality experience spans from Johannesburg to Zimbali to Brighton.
Rekha combines operational precision with a people-first leadership style, honed through years of senior roles including General Manager of Emperors Palace and Director of Operations at Fairmont Zimbali Resort. Since arriving in Brighton, she’s led the transformation of the Metropole into a full-service property poised to lead the regional market—not just through volume, but through quality, team engagement, and community impact.
We caught up with Rekha to talk about her bold leadership approach, what drives her vision for the Metropole, and the lessons she wishes she’d learned earlier.
What inspired you to pursue a career in hotel management?
Growing up, I wanted to be either a marine biologist or a hotel manager—until I remembered I couldn’t swim!
In all seriousness, I’ve always been drawn to spaces where people connect. Hotels are living, breathing environments, where the stage changes daily and where service can turn a moment into a memory.
What hooked me was realising that great service is like a stage production—so much goes on behind the scenes to make things appear seamless. I became fascinated not just with the guest experience, but with the systems, leadership, and coordination that make it all happen.
Hotel management brings together my passions: problem-solving, people leadership, creating experiences, and driving improvement. It’s never static—and that’s what I love about it.
How do you balance emerging trends and evolving guests’ preferences?
It starts with listening—to data, to our team, and to our guests.
We track guest feedback, performance metrics, and broader industry trends. That could be anything from rising interest in sustainable travel to changes in how meetings are run. We use those insights to guide investment and service evolution.
At Brighton Metropole, we’ve implemented flexible wellness options, upgraded digital planning tools for meetings, and introduced more tech-enabled service—all while maintaining the personal touches that define our brand.
The filter for every decision is simple: does it improve the guest experience, enhance efficiency, and make sense for our team? If the answer’s yes, we test and scale in a way that’s true to who we are.
Looking back, is there anything you would have done differently?
Earlier in my career, I would have focused more on embedding guest service culture—not just through training, but in how we lead and communicate every day.
I used to prioritise operational performance—turnaround times, sync across departments—and that’s important. But I’ve learned that exceptional service isn’t something you add on—it’s something you build in. It starts with the team.
I’d also invest sooner in leadership development. We sometimes assume strong operators will become strong leaders, but that growth needs structure, feedback, and support. Now I place a lot of emphasis on coaching, clarity, and consistency—and that’s had the biggest impact.
What defines your management style?
I’d describe my leadership style as clear, people-first, and future-focused.
I don’t micromanage. I believe in building a high-trust environment where people feel empowered to lead in their own space. I’m visible, engaged, and ready to roll up my sleeves when needed—but I expect accountability and initiative in return.
I ask questions. I challenge assumptions. I look at where we are and where we could be—and I back the people who help us get there faster and better.
Leadership to me is about vision, yes—but it’s also about presence. Being there for the team, developing them, and building a culture where change is welcomed—not feared.
What are your strategic goals and vision for the hotel?
My vision is for DoubleTree by Hilton Brighton Metropole to become the leading large-scale, full-service hotel on the South Coast.
We have the heritage, the size, and the location. Now, we’re unlocking that potential through three strategic priorities:
- Guest experience that’s consistent, personal, and memorable
- Operational efficiency grounded in agility and innovation
- Team engagement, development, and retention
We want to lead not just in occupancy but in reputation, performance, and pride. I also see us contributing to Hilton’s regional success and setting a new benchmark in Brighton for how large hotels can serve their guests, their teams, and their communities.
What advice would you give to someone starting out?
Learn the operation—every bit of it. Understand how a hotel works from the inside out, because that gives you credibility, confidence, and context as you grow.
Ask questions. Be curious. Don’t wait to be told what to do—look for ways to add value.
Develop your people skills early. Hospitality is about systems, yes, but it’s also about emotion. How you lead, communicate, and adapt will define your success.
And finally, be patient with yourself. Growth takes time. Learn from feedback, stay focused on guests, and keep showing up with purpose and energy. The industry will reward you for it.