There’s a certain kind of magic about Gili Lankanfushi—a barefoot-luxury resort where time slows down and hospitality flows as effortlessly as the turquoise tide.
And at the heart of its seamless operation is Rodrigo Buanafina, Resort Manager and creative mind behind many of the property’s most distinctive guest experiences.
A Brazilian native with over 15 years in luxury hospitality, Rodrigo blends international flair with down-to-earth leadership, overseeing the 45-villa eco-retreat and its 300-strong team. After joining Gili in 2018 as F&B Manager, he quickly rose through the ranks to become Director of F&B, before taking on his current position at the helm of the resort. His influence has been felt not just in operations but in the character of the island itself—curating everything from blind-dining experiences to Brazilian churrascaria evenings and cocktail competitions with a local twist.
Rodrigo’s story is a lesson in adaptability, humility, and the power of slow growth. We spoke to him about his path to paradise, how to innovate without losing identity, and why his approach to leadership always begins with kindness.
What inspired you to pursue a career in hotel management?
Initially, hospitality was just a university job. But very quickly, I discovered how powerful and creative the field could be. There was a moment—watching a team come together to execute a flawless event—that made me realise the depth and dynamism of the profession.
I’m fascinated by the diversity of experiences that hospitality encompasses. No two days are the same, and you’re constantly challenged to think, adapt, and serve in meaningful ways. As I got deeper into food and beverage, I realised how much I loved curating experiences, surprising guests, and pushing the boundaries of what a resort can offer.
I never made it to the United Nations, but in many ways, I feel I’ve fulfilled that same desire to work internationally and connect across cultures—just through hospitality instead of diplomacy.
How do you balance emerging trends and evolving guests’ preferences?
Staying aware of trends is critical, especially in a competitive destination like the Maldives. That said, Gili Lankanfushi is special because of its consistency. Guests return year after year for its tranquillity, sustainability, and the deep sense of “home” it offers. So while I pay close attention to industry shifts, we’re selective about how and when to evolve.
At Gili, we focus on subtle, thoughtful modifications—enhancements that preserve the resort’s soul rather than reinvent it. Sometimes, the temptation in management is to implement change for the sake of change. But our guests often value simplicity over novelty.
Our goal is to enhance experiences in ways that feel natural and authentic—like adding new dining themes or wellness concepts that integrate seamlessly with our island’s identity.
Looking back, is there anything you would have done differently?
I don’t think I would change anything in a significant way. Like everyone, I’ve made mistakes and had my share of missteps, but I try not to dwell on them. Instead, I make a point of analysing what went wrong and applying those lessons the next time around.
There’s always a bit of internal cringe when replaying those “what was I thinking?” moments—but I see that as growth. I believe that reflecting on past errors without regret is the healthiest way to evolve as a professional and a person.
What defines your management style?
I lead with kindness. That might sound simple or even cliché, but I believe it’s the foundation of effective leadership. The higher you climb in an organisation, the more insulated you become from honest feedback. People stop telling you what you need to hear, and that can be dangerous.
So I try to create an environment where everyone feels comfortable speaking up. I stay present, listen actively, and make sure I treat every individual—regardless of role or situation—with the same respect and attention.
At the same time, I maintain high standards. I’m results-oriented and believe in precision, but never at the expense of the human side. My philosophy is that if your team feels safe, heard, and respected, they’ll give you their best work—and your guests will feel the difference.
What are your strategic goals and vision for the hotel, and how does that integrate with the hotel group’s aims?
My core goal is to maintain Gili Lankanfushi’s position as one of the most exceptional resorts in the Maldives—a destination that guests return to not just for luxury, but for peace, personality, and a deep sense of place.
We’re in a highly competitive market, with new openings every year and established global brands gaining ground. But Gili has something unique. We offer a boutique, eco-conscious experience that feels truly different—luxury without the excess, service without the pretence.
As travellers increasingly seek meaningful, intimate experiences, we’re well positioned to meet those expectations. By enhancing what already makes us special—thoughtful service, sustainability, and creative programming—we can continue to grow our reputation among discerning guests looking for something truly bespoke.
What advice would you give to someone starting out?
Don’t chase your dream job right away. Instead, look for roles that will equip you with the experience and exposure you need to earn that dream job in the future. Think strategically about your early career—not just in terms of titles, but in the skills you’re building and the networks you’re forming.
Hospitality is broad and multifaceted, and success comes from understanding how all the pieces work together. Be patient. Learn everything you can from every role, no matter how junior it seems.
And remember: this is a people business. Empathy, curiosity, and adaptability are just as important as technical knowledge. If you focus on relationships, keep learning, and stay grounded in your values, you’ll find your own version of success in this incredible industry.