My father worked in the textile industry in Brazil, which was a significant sector of the economy at the time and quite profitable. During that period, he decided to open a French restaurant in São Paulo, where my mother also worked. I must have been around 14 or 15 years old when I decided to help out during my holidays. I did everything — worked at the till, at reception, ran the bar. Often, it was time to close, but there would be guests wanting to linger for another drink. Everyone would leave, and I’d stay behind to finish up. I took inventory and handled anything else needed.
When it was time to study, my mother asked me, “Why don’t you study something related to hospitality?” My answer was immediate: “They pay very poorly; I want to continue living the lifestyle I have now.” Contrary to her advice, I decided to study Business Administration and earned my degree in Brazil. After graduation, I started working for KPMG as a financial advisor, specialising in mergers and acquisitions — a promising career in finance was ahead of me.
A year later, I took a trip with my uncle, who holds a PhD in Greek and Egyptian mythology. We visited Greece, Turkey, Italy, and Morocco. During that trip, I reflected on my life. I realised I wasn’t satisfied with my professional path. I felt more at ease in a restaurant environment. I was happier there. At that time, my family still had considerable financial resources, but when I returned to my parents and told them what I wanted to do — I wanted to study hospitality in Switzerland and eventually work in hotels — they supported me.
That’s how I ended up pursuing hotel management studies. However, during this period, several things changed; my family lost their wealth, and by the time I graduated, the circumstances were entirely different. I had to start from scratch. I began working at Four Seasons, a small company with around 25 hotels.
How many years ago did all of this happen?
My career with Four Seasons began in 1999. I worked on six different openings for Four Seasons — starting in Philadelphia, then moving to Canary Wharf in London, followed by the Four Seasons in Nevis in the Caribbean. After that, I was assigned to the West Indies, then to Dublin, Ireland, with the Four Seasons in the city centre. I returned to the US to work at the Four Seasons in Miami. Next was Canada, where I was based at Four Seasons Whistler. Subsequently, I was sent to Four Seasons in Buenos Aires, where I stayed for quite some time. I got married, and my first daughter was born during my time there. Eventually, the opportunity came to move to London, where I took on the role at Four Seasons Park Lane.
What is the feeling like after so many changes—moving from resorts to city hotels, travelling across continents? What does someone need to adapt to such a lifestyle?
If you had to identify the greatest challenge amidst all these relocations and transitions, what would it be?
After London, where everything had gone smoothly, I decided it was time to move to Asia. The consistent response I faced each time I brought up the idea was that I lacked experience in that market. Fortunately, the General Manager of the hotel I was working at in Dublin had transferred to Mandarin Oriental in Tokyo and approached me with an offer to join him. I thought that after so many travels, adapting wouldn’t be too difficult.
Looking back now, I can say that Tokyo was the biggest challenge of my career. The way people think, how decisions are made — everything was completely different. Especially coming from London, where everything moves at a rapid pace, it was a stark contrast. It took me six months of dedicated effort to understand how things operated. For instance, I would discuss ideas with the team and suggest improvements. During meetings, I’d say, “You know, Panagiotis has this excellent idea; let’s implement it.”
However, in their culture, presenting an idea often comes across as somewhat selfish; the team needs to come up with suggestions collectively, and unanimous agreement is essential. My approach was at odds with their norms. As you know, they rarely say ‘no,’ but nothing is actioned unless it has the full support of the group. Those first six months were undoubtedly the most challenging period for me.
Your journey began in the Food & Beverage sector. In Tokyo, you took on the role of Director of Rooms, which meant managing a large team of Japanese staff in a field quite different from your previous experience.
That was a significant change. It was two or three years after the Fukushima earthquake. Japan had seen a dramatic drop in tourism, but then, unexpectedly, there was a powerful and dynamic rebound. We arrived during a challenging period — we had to control costs and navigate all the implications of low occupancy. Suddenly, business surged; prices increased, and the hotel repositioned itself in the market as a culinary destination.
We brought in Noma — something truly unprecedented. In fact, we virtually ‘broke’ the Mandarin Oriental website when we launched reservations for Noma. It was the first time the restaurant went to Asia. What struck me most was that we were offering a genuine sense of luxury—not about gilded decor or glitter, but about people who strive for perfection in everything they do, in everything they offer. The goal isn’t about doing more, but about ensuring that what we do is done in its best possible form.
That principle has stayed with me ever since. It`s almost impossible to enter a hotel in Tokyo and not be served with the highest level of excellence. When my time in Tokyo came to an end, I found myself in Santiago, Chile — in an entirely different environment.
Close to Home
Perhaps it was because I spoke Spanish, but I found myself in a place that didn’t offer many material luxuries—something that aligned with the level of luxury we needed to deliver. They had a completely different philosophy. The hotel had operated as a Hyatt for 25 years, but was now transitioning to become part of the Mandarin Oriental brand. This was the first opening of Mandarin Oriental across South America, a market still unfamiliar with our brand.
I saw it as a unique opportunity to establish a truly exceptional level of service, to refine the finer details, increase operational efficiency, and surpass every guest’s expectations. From there, my journey took me to Barcelona, which presented an entirely different environment. The challenges I faced there were related to protests and navigating the complexities of Covid. Amidst all this chaos, I enrolled in an MBA programme, which proved invaluable in making me more operationally effective and developing a more strategic approach.
It became my compass, my guiding light—I learned proper management. I stopped being just a firefighter, constantly putting out fires, and instead, started thinking more strategically. Close to the end of the Covid pandemic, I found myself in Paris. The city had reopened to visitors, and the hotel was operating at remarkably high occupancy levels. We had to adapt quickly to meet evolving needs and expectations.
And then, the next chapter of my journey took me to Greece.
Your father was Greek, your mother German, and you were born and raised in Brazil. How did this come about?My father was born in Athens. His family hails from Volos, Athens, and Ioannina, and they emigrated to Brazil back in 1952. Essentially, our entire family traveled across the world—some went to the United States, others to Brazil, and some to Israel, among various regions at the time. The most successful among them managed to bring his siblings closer to him. My grandfather on that side was quite successful during that period—he was the family’s main breadwinner.
My mother’s family, of Jewish descent, left Germany in 1938 and moved to Brazil. My mother was born there, and that’s where my parents met. My Greek grandfather was a prominent businessman and trader, while my German grandfather was a chemist with a strong background in engineering. The two collaborated and created one of the very few machines of that era capable of aiding in textile trade and manufacturing.
My parents’ union was the catalyst that brought my grandparents together and set the stage for their success. In a country that was quite closed off to imports at the time, they built one of the largest shirt manufacturing companies. Later, when imports from China increased, our company was sold. I feel fortunate that I found my path in the hotel industry.
What was your experience like in preparing the hotel?For me, it was a truly fantastic experience. It relates closely to what you asked about the qualities required when moving to a new country — the essential traits one needs to succeed. As the General Manager arriving here, the first thing I had to do was to make it clear that I am not a superhero. We don’t come in as the ultimate agents who make all the decisions on their own.
The most important thing is to foster collaboration: between the owners, the development and construction teams, the brand, and, of course, our own project team. Bringing all these pieces together to achieve the best possible outcome requires great flexibility. You need to understand, adapt, and maintain ongoing communication with everyone involved.
The discussions we had were especially positive. The level of knowledge and execution demonstrated by the owners was impressive. Their personal dedication to the project was crucial. Ultimately, I believe it was a true ‘win-win’ situation.
If I may offer a personal observation, I believe the investor built his flagship. As a team and as a brand, you managed to take this property and showcase it worldwide in such a short period. It opened in August, and by the following season, the entire world knew about it. What does it take to achieve such a feat?
It requires an exceptional team. The collaboration with the owners has been outstanding from the start and remains strong. They continue to invest in the project, and we have many more exciting developments ahead. Creativity is essential, but perhaps most importantly, they understand the long-term value of the project. They’re not simply interested in quick profits.
As Mandarin Oriental, we aimed to position the resort carefully — both in terms of brand image and pricing strategy — which is especially crucial in a challenging market. Peloponnese was not, until recently, a well-established destination for the audience we serve. We succeeded in placing it on the map, but that was only possible through hard work.
Above all, everything starts and ends with the team. I could speak for hours about Bertrand, Anna, and many other heroes who contributed. We worked in harmony to create something truly unique. We also had the time to train the team properly, which was incredibly important. The owners agreed to dedicate the necessary time for preparation. We ran simulations, conducted training sessions, and brought in around 60 staff members from other Mandarin Oriental properties for the opening.
That created an incredible exchange of ideas — a blend of the brand’s Asian heritage with Greece’s renowned hospitality. This fusion truly elevated the experience. The exchange of ideas led us to develop innovative concepts, like our breakfast offering. It all started with conversations between Bertrand and me. They would ask, “What do you mean? Are you bringing a breakfast tray?” And I would reply, “No buffet — nobody wants dry or wasted food. Guests in a resort want something tasty and quick.”
So, our chef, Bertrand, proposed serving the breakfast directly at the table. And instead of the usual eggs Benedict that can be found anywhere, why not serve traditional Greek dishes? That’s how we created something truly unique — evident in every detail of the resort.
You’ve worked in Japan, Chile, Spain, and France. What would you say is the key difference here?
Until now, my career has been primarily in city hotels, as that’s the profile of hospitality in the countries I mentioned. However, I’ve always dreamed of working in a resort. Interacting with guests in this environment feels more authentic and human — you have the time to build genuine relationships.
At Costa Navarino, the destination itself provides the tools to offer truly unique experiences. It’s an environment that personally nourishes me and simply cannot be compared to anything else. Of course, city hotels have their own dynamics; but here, you can deliver high-level quality, thanks to the clientele and the resources available.
I believe that any professional fortunate enough to work at Costa Navarino is truly privileged. You can create memorable experiences without the constraints that often exist elsewhere.
If I’ve understood correctly, the central management of Mandarin Oriental is often present here.
This is a truly exceptional resort, and it has been recognised as such across the entire company. It’s not just another hotel. In collaboration with the owners, K-studio, and all the involved teams, the entire architectural philosophy was designed around smooth, rounded forms. Every element has been integrated seamlessly into the landscape, so much so that the resort remains almost invisible — whether viewed from the sea or from the hilltop.
When you combine this thoughtful design with the level of service we offer, I believe we can truly say that this place is unique.
It clearly has a Greek identity. It is a resort that bears the signature of Mandarin Oriental, yet with a strong Greek element. You mentioned the breakfast, but I would also add the interior decor — which exudes a vivid sense of place, while maintaining the renowned level of service associated with Mandarin Oriental.
We received the Forbes five-star rating in our very first year, and we achieved this milestone. I see it as a significant recognition of our collective efforts. However, I must also say that we are already looking ahead — this season, we are working on further training in collaboration with Forbes. We don’t rest on our laurels; we are constantly raising the bar.
What new experiences can guests look forward to this year?
The most exciting addition is our new villas. For the first time, the entire season will be available with the Royal Villa — a five-bedroom residence spanning 1,000 square metres, where no detail has been overlooked. Additionally, we have a total of five three-bedroom villas, which are already in high demand as wedding destinations, and we’re seeing impressive bookings.
Another new feature is the Oliveira Terrace — offering perhaps the best sunset views on the property. Guests can relax outdoors, enjoy incredible cocktails and dinners, and already this spot has become incredibly popular.
We are also investing heavily in enhancing the Private Kitchen experience. We’ve hosted top chefs such as Andreas Caminada and other world-renowned talents. We’re fostering great collaborations with leading wineries, including Opus One and prestigious brands like Chanel’s wine estates.
In terms of wellness, we bring in the best physiotherapists and therapists from around the globe — such as Jimmy Jarnet, among others. All of these initiatives are rooted in the lessons I’ve learned from Japan: if you want to reach the next level, you need to dedicate time to reflection. How can we keep improving? How can we elevate the quality of everything we offer?
There are many exceptional hotels out there, but our goal is to add value through flawless execution. That’s the key to truly standing out.
And then, we await Athens!
Yes, Athens is on the horizon — scheduled for 2027, possibly 2028. We are very excited about the project, and significant progress has already been made.
How many rooms will it feature?
The hotel will comprise 123 rooms, 35 suites, and 17 residences. This is a highly strategic investment that will define the identity of the brand. We are genuinely thrilled about what’s to come.
What is the vision for this project?
It’s designed to be an urban resort, inspired by the atmosphere of the Athenian Riviera. There will be beachfront facilities and a marina. Being on the same property as our existing hotel means the same level of passion, obsession with perfection, and the ongoing pursuit of excellence that we`ve become known for.
Mandarin Oriental Marina?
That’s a good question, but I don’t believe so — at least not officially.
I appreciate the scale. I like that you stay around 100 rooms.
I believe this is the direction Mandarin Oriental is moving towards. In most cases, we focus on small to medium-sized properties, where we can truly deliver the exceptional level of service that we aim for.
Are there any rumours about new locations?
There are conversations, but nothing concrete at this stage.
What truly impressed me when we opened the Four Seasons Athens — and specifically during the first week of reservations — was the diverse range of messages we received. One that stood out was: “Finally, I will bring my children to see the Acropolis. When are you opening? We want to be among the first visitors there.” This confirmed that there is a genuinely loyal audience attached to the brand. I was taken aback — I never imagined that someone planning to visit the Acropolis would wait until the Four Seasons launched in Athens to do so.
How did the loyal guests of Mandarin Oriental respond to our location in the Peloponnese?
When we first launched, we capitalised on the fact that Costa Navarino was already well known across Europe. Given the limited timeframe of our opening, our primary focus was on markets such as the UK, Germany, and Switzerland — regions where golf is a major attraction, much like our resort.
Since last year, we’ve increasingly concentrated on markets where Mandarin Oriental has a strong presence, such as the US and the Middle East. I must say, the response from the Middle East has pleasantly surprised us. We experienced an exceptional volume of bookings during peak season. Guests from the region seem to truly appreciate and enjoy the experience we offer — they keep returning, again and again. Business travellers from the area are also very fond of the resort.
I believe many travellers want to visit Greece, but they don’t necessarily choose the most crowded destinations. Our resort is ideally located to host both families and couples seeking privacy. We offer a fantastic Kids Club, a beach club, and various restaurants and facilities tailored for children.
At the same time, it provides comfort and luxury for those seeking relaxation and seclusion. We have a 1,500-square-metre spa, alongside private villas with pools — perfect for guests desiring complete privacy.
History enthusiasts can explore nearby ancient Messene, castles, or Olympia.
For the more active visitors, there’s tennis, basketball, and, of course, exceptional marine experiences in the crystal-clear waters of the area. Just twenty minutes by boat from the resort is the island of Proti, home to one of the most photographed beaches in the world — literally just offshore from us.
Your forecast for this summer?
We are already roughly 15-20% ahead of last year, so I believe it’s going to be an incredible season for Greece overall. We’re very excited about what’s to come.
Could you share your thoughts on tourism in Greece? How has your experience been two or three years after arriving here?
I believe that in the luxury sector, we will continue to see growth. Many international brands are eager to enter the market. Greece has an incredible number of islands and beaches, along with excellent service standards. However, we all need to be cautious regarding employment and labour practices.
Overall, I see a tremendous opportunity that must not be wasted — and this has been recognised. I’m confident that Greece’s potential will be realised if we approach it wisely and with a focus on sustainable growth.
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