Getting to Know: Simon Gregorn, general manager of Villa Nai, Croatia

Tucked away on the quiet Croatian island of Dugi Otok, the five-star Villa Nai is not your typical luxury retreat. It’s a place of profound calm and architectural elegance, where the olive groves are as much a part of the experience as the panoramic Adriatic views.

At the helm is Simon Gregorn, a seasoned hotelier with a passion for purposeful hospitality, fluent in eight languages and fluent, too, in the language of human connection.

Gregorn brings a balance of strategic insight and old-school values to the role—drawing as much from his childhood memories spent in hotel lobbies as he does from his commercial background in hotel sales and operations. With two decades of global experience, a decisive approach to leadership, and a strong belief in communication and clarity, Gregorn is steering Villa Nai toward a future rooted in authenticity and refined discretion.

We caught up with him to find out more about his philosophy, his path to Dugi Otok, and what he believes luxury really means in today’s evolving world.

What inspired you to pursue a career in hotel management?

The hotel world is in my blood. My grandfather worked as a receptionist at a hotel next door to our house, and as a child I spent countless hours shadowing him. That early exposure planted the seed. Later, I realised hotel work was the perfect synthesis of my interests—travel, foreign languages, cultural immersion—and my skills, particularly communication and strategic thinking.

I speak eight languages, which has opened doors all over the world, but the real joy for me is in the dual nature of the job. I enjoy walking through the hotel, speaking with guests and staff, handling day-to-day situations. But I equally enjoy the analytical side: planning, budgeting, building strategies. It’s that combination of action and structure that continues to keep me engaged and inspired.

How do you balance emerging trends and evolving guests’ preferences?

In many cases, trends and preferences overlap—but not always. I’m fortunate to work in a luxury property, and in that space, the fundamentals of top-tier hospitality have remained remarkably consistent. Guests still want genuine, personalised service. That will never go out of style.

Technology can support the experience, but it should never replace it. For example, at Villa Nai we might offer a paperless check-in via tablet—but it’s still presented to the guest by a real person. You won’t see a self-check-in terminal in our lobby. There are expectations in the luxury segment that can’t be automated or delegated to machines. Our guests value discretion, elegance, and human connection.

The essence of hospitality, in my view, lies in understanding what not to change.

Looking back, is there anything you would have done differently?

No, and I say that with conviction. In my language, we have a saying: “It’s easy to be a general after the battle.” Regret slows you down. I don’t dwell on the past, nor do I play the “what if” game.

Everything that happened—good, bad, unexpected—helped shape me into the professional I am today. I use my past as a toolkit for the present, not as a source of nostalgia or second-guessing.

What defines your management style?

Two key principles define how I lead: communication and leading by example. I believe it’s not enough for employees to know what to do—they must understand why we’re doing it, how it fits into the bigger picture, and what’s in it for them too. Purpose-driven work creates motivated teams.

I also draw a lot of inspiration from history. One of my favourite leadership quotes comes from Admiral Nelson: “No captain can do very wrong if he places his ship alongside that of the enemy.” To me, that speaks to empowerment. Give your team the vision, the tools, and the trust—and they’ll act with confidence, not fear.

What are your strategic goals and vision for the hotel, and how does that integrate with the group’s wider aims?

When I first saw Villa Nai online, I was captivated. Seeing it in person only deepened my admiration for its design and potential. It’s a truly unique property, and the challenge is to keep that identity strong while growing its reputation and financial success.

Dugi Otok is not yet known as a luxury destination, which actually plays to our advantage. We offer something rare—high-end service in a low-profile setting. That’s our unique selling point. “Enjoy luxury. Keep a low profile.” It’s discreet, it’s elegant, and it’s genuine.

My strategic focus is on maintaining the hotel’s impeccable standards while growing occupancy and awareness. We want to attract more discerning travellers who seek authenticity over extravagance, and peace over popularity.

What advice would you give to someone starting out?

Go out into the world. The hotel business is one of the few careers where your job can be your passport. Embrace that. See different places, work with people from different cultures, and learn from every single experience.

And above all—have passion. If you’re doing this just for the pay cheque, it won’t last. Hospitality is demanding, yes, but it’s also one of the most fulfilling careers you can pursue if you love it. Passion is the engine. Without it, you won’t go far. With it, the journey is limitless.