Candice D’Cruz is the Vice President of Luxury Brands at Hilton, Asia Pacific, with more than 20 years’ experience in hospitality and brand marketing. She leads the growth and distinction of Hilton’s luxury properties in the region, overseeing approximately 60 hotels under the Waldorf Astoria, LXR, and Conrad brands.

Before joining Hilton, D’Cruz held leadership roles in Marriott International, where she was managing brand strategies for eight luxury brands across Europe, the Middle East and Africa. She also served in Starwood Hotels & Resorts and Emaar, where she deepened her expertise in branding and communications. D’Cruz was recognised among “The Power of 25” by Hotelier Middle East and named as one of the top storytellers by Forbes Middle East for being a respected leader in luxury hospitality.

Recently, D’Cruz attended the Waldorf Astoria Beijing’s 10th anniversary gala dinner, and she sat down for an interview with Robb Report Malaysia. Here, D’Cruz shares her admiration for China’s history as well as insights into leadership advice and what her last meal in a Waldorf Astoria would be.

What would you say is special about this relationship that China has with Waldorf Astoria?

We have had great success in China, thanks to our wonderful partners on ground. We are on this growth trajectory for Waldorf Astoria. Today, we have four operating hotels and, by the middle of next year, we will be opening our fifth, which will be in Shanghai. This new hotel will make Shanghai the second city in the world to have two Waldorf Astoria hotels.

This just goes to show that we have that much belief in the brand and what it stands for. What’s been great for Waldorf Astoria is the fact that, because we’ve been so selective of where we want to take the brand, it truly sits within those iconic, classic luxury brands space—and I’d say that caters to the Chinese consumer. I often talk about the “old world luxury”,  and while it works for the older generation of Chinese, it also works well with the younger Chinese consumers who want heritage, legacy and storytelling.

What is your favourite element of the Waldorf Astoria Beijing?

The hutongs. I remember first coming to the hotel and walking through that space, and I

said, “wow”. There’s just something about tall hotels that have courtyards. If you go across any part of the world and walk into some of those historic hotels, just sitting in a courtyard, and being able to just look around and take that feeling in, it sort of makes you just pause.

Going into the hutong at Waldorf Astoria Beijing gave me a certain sense that made me pause, because you have all of these questions going through your head: Why the colour? Why the design? Why the bedrooms? Why one level up? And I’d say that, for me, was the most fascinating part of this hotel and I was so happy that we could celebrate our 10th anniversary there.

Of course, I’m also proud to say the team here is great and I am confident they provide good service at the hotel. Service is what elevates a hotel from ordinary to extraordinary.

After winning so many awards and being in the industry for so long, and being in these powerful leadership positions, what does leadership, power, and influence mean to you?

Leadership for me is, after a certain point, an access. We cannot be seen in ivory

towers and being disconnected from realities on the ground. First and foremost—for us as leaders in luxury—is really being able to understand how our hotels bring it all to life. Secondly, as we continue to grow, how do we make sure that we are giving equal opportunity as well? That piece of equal opportunity internally and externally is important.

For me, power and leadership sort of go hand in hand where leadership is more about access. If I have to talk about my personal leadership style, it is to lead by example and lead with kindness. I say lead by example because I can expect from my teams and from my leaders on the properties what I would want to do myself, and of course, there is never enough of kindness and staying humble.

I also often talk about how luxury is not special. Luxury is different. And that’s the way we should be looking at ourselves as we look at leadership, especially in multi-brand companies. We deliver a special experience to make a guest feel special. But internally, we’re just different in the way that we’re set up.

What’s the best lesson you’ve learned so far? How would you incorporate and implement that as an advice to not just yourself 20 or 30 years ago, but to all the youngsters who are starting up?

There are a few things I live by. One is travel—expose yourself to the world. The world is so big and, the more you experience, the more you can be grounded and the more you can be humble. I’d say that is critical in the business of service. The more people you meet, the more you get accustomed to cultures and traditions that are different, and how things are done differently around the world.

To my younger self and to the younger ones out there, I’ll say “try”. It’s okay to make mistakes. It’s okay to have to start all over again. It just makes you smarter and helps you know that so-and-so didn’t work. You can try it from another angle.

One thing my children have taught me is to don’t sweat the small stuff and keep your eye on the prize. While you’re moving towards the prize, you are going to make mistakes and have deviations. You might have to sidestep to step forward, which is totally fine.

At any Waldorf Astoria dining establishment in the world, what would be your last meal?

When the Waldorf Astoria in New York reopens, I absolutely want to go back there and have an afternoon tea, with small sandwiches. You must try the Red Velvet! I’m sure there will be a version of Eggs Benedict, but done in a completely reimagined style. And maybe a glass of champagne to accompany it. You can never go wrong with bubbles.