Meet the women who run one of Singapore’s most trusted hotel brands

BEHIND every seamless hotel stay is a chain of decisions, from pricing and positioning to distribution and operations.

At Millennium Hotels and Resorts (MHR), those calls are shaped by women leading at every level of the organisation.

For chief commercial officer Cinn Tan, a diverse workforce strengthens how these decisions are made. 

“For me, diversity is not just about representation. It is about creating an environment where different voices are heard, valued and able to influence decisions. That is what ultimately strengthens leadership and drives the organisation forward,” says Tan. 

In a business that operates across 145 properties in 21 countries and regions, that diversity proves critical to navigating varied customer expectations, cultural nuances and fast-changing market dynamics.  

Yet, that same diversity can complicate alignment. Differences in cultural norms, working styles and commercial priorities can lead to competing viewpoints, slowing decision-making or creating friction. 

The challenge, then, is not diversity itself, but how it is harnessed.

“I place strong emphasis on building a culture of trust and empowerment across our global teams. As we scale, it becomes increasingly important to equip our teams with the right capabilities, clarity and autonomy to execute effectively, while staying aligned to a shared vision,” she adds.

Where leadership is built, not assigned

For the vice president of global brand, marketing and loyalty Carolyn Wishnowski, culture and brand are closely linked. Her role involves balancing a consistent global identity with local relevance and ensuring each market connects with MHR in a meaningful way. 

This is done not just in messaging, but in how teams are given the space to contribute and lead.

“I believe strongly in mentorship and in giving emerging talent real responsibility. This includes involving team members in strategic projects, giving them ownership of campaign elements, and creating opportunities for cross-functional exposure,” she says. 

This approach came through in MHR’s 30th anniversary campaign, which brought together storytelling, experiences and digital innovation across its portfolio. One highlight was the Culinary Compass feature within the MyMillennium app, encouraging members to explore dining experiences across hotels while earning rewards.

Even as the brand evolves, one principle remains constant.

“The essence of hospitality remains rooted in genuine human connection. The most successful brands will be those that can balance technology with authentic service and memorable experiences,” Wishnowski notes. 

That balance is increasingly shaped by how travellers discover and engage with hotels today. For Sara Lee, vice president of global distribution and call centre, this shift means her team now plays a much broader role across the customer journey.

“Today, distribution is no longer just about ensuring our hotels are visible. We are also involved in optimising every touchpoint across the customer journey and ensuring these areas are consistently well managed,” she says.

Technology, particularly artificial intelligence, is also changing how work gets done.

“Many repetitive tasks are being reduced, allowing professionals to focus more on strategic and innovative initiatives,” Lee adds.

From opportunity to leadership

While strategy sets the direction, well-aligned robust systems provide the structure to execute it effectively. At MHR, this extends to a people strategy centred on mobility, mentorship and development – creating clear pathways for employees to step into leadership, regardless of rank or role.

Kim Tian, the cluster general manager of The Bailey’s Hotel London Kensington and The Chelsea Harbour Hotel & Spa London, for example, started working in the housekeeping department at The Bailey’s Hotel London in 2002.

Her then-supervisor, noticing her eagerness to learn and her natural ability to form strong bonds within a diverse team, encouraged her to be proactive about putting herself forward for leadership opportunities. 

It was advice that inspired her to take on one challenge after another, rising through the ranks across different roles in maintenance and technical functions and hotel operations in the firm. 

“MHR supported me through training programmes and leadership workshops, which helped prepare me for more senior roles. I also benefited from senior leaders sharing their experiences.” 

This, she says, gave her comprehensive exposure to all aspects of running a hotel, and the confidence to shape the vision and direction of the two properties.

Strategy meets execution

For Edeline Tiong, general manager of M Hotel Singapore City Centre, getting her team aligned with the group’s vision starts with a simple but powerful belief: People perform best when they feel trusted and valued. 

“I strongly believe in the power of ownership. I encourage my team to take the helm on key initiatives. By consistently recognising effort and celebrating our collective milestones, we create a culture where every individual feels valued enough to reach for their highest potential.”

As technology continues to streamline many operations in the hospitality industry, Tiong believes the value of technology lies in freeing teams to focus on the finer details of hospitality.

“While systems and automation have vastly sharpened our operational edge, I always emphasise that high service standards remain the heartbeat of a memorable guest experience,” she shares.

Explore how Millennium Hotels and Resorts supports career growth across its global portfolio.