Gavin M. Faull: Leading Global Hospitality with Passion and Professionalism

As Executive Director, Chairman, and President of Swiss-Belhotel International, Gavin M. Faull has spent decades shaping a global hospitality brand rooted in human connection, discipline, and long-term thinking. From its early beginnings in Asia to its presence across multiple continents today, the company’s growth closely mirrors Gavin’s own leadership journey. Known for his calm authority and people-first mindset, he has guided the organization through expansion, disruption, and one of the most difficult periods the hospitality industry has ever faced. At the core of his leadership is a clear belief that hotels are not just buildings or brands, but living communities built on trust, culture, and shared purpose.

In this Top 100 Disruptors interview, Gavin reflects on his path, the lessons that shaped him, and how he continues to lead Swiss-Belhotel International into the future with clarity and conviction.

Q: Let’s start with your journey. How did it all begin, and what led you to where you are today?

I began my career working with the Peninsula Group in Hong Kong, where Peter Gautschi was my boss. When Swiss-Belhotel International was founded in 1987 by Peter Gautschi, the company operated just three hotels across China, Singapore, and Taiwan. From the start, it stood out for blending Swiss structure and discipline with Asia’s natural warmth for hospitality.

In 1999, together with my partner James Tam, I acquired the company from the founder. That moment marked a turning point, not just professionally but personally. From then on, my role became about protecting the values the brand was built on, while also growing it responsibly on a global scale.

Q: What continues to motivate you, and which values guide your leadership today?

I am deeply motivated by empowerment. I believe leadership is not about controlling every detail, but about setting a clear direction and trusting people to find the best way forward. Hospitality is an industry driven by detail, and that intense focus can sometimes be confused with micro-management. However, my approach is centered on setting a clear vision and trusting people to execute it in their own way.

At the heart of everything we do is Passion and Professionalism. These are not slogans. They are lived values, and they are also a family legacy. My sons and I carry this mindset into every decision, whether it involves a new hotel opening or a conversation with a team member.

Q: Every leader faces defining challenges. Was there a moment that truly tested you?

Without question, The COVID-19 pandemic was undoubtedly the most rigorous test of my career. Almost overnight, our global operations shifted from traditional hospitality to managing health-threatening support environments, while facing a near-total collapse of revenue.

The hardest part was not the operational shift, but the human impact. Decisions around salary reductions and temporary closures were deeply painful. The painful decision to sell key family assets in order to fund the challenges of COVID was perhaps the most difficult decision I had to make, one that no leader ever wants to face.

That period reinforced something I already believed strongly. Leadership must be people-first, especially during crisis. True resilience is not just about survival, but about leading with empathy when it matters most.

Q: Innovation and collaboration are often talked about. How do you actually build them into the organization?

It starts with openness. I maintain an open-door approach across our corporate and regional offices. People need to feel safe sharing ideas and raising concerns. We also encourage what I call calculated risk. Teams are empowered to propose local solutions to global challenges.

When people understand that their input directly affects shared success, collaboration happens naturally. Barriers fall away, and silos disappear. Ownership creates alignment.

Q: In your view, what separates great leaders from average ones?

Consistency and emotional intelligence make the difference. Strong leaders listen as much as they speak. One habit I value deeply is being present in our hotels, not just in boardrooms. Observing, listening, and understanding what is happening on the ground is essential.

Great leaders are also decisive. They are willing to make tough or unpopular calls when needed, but they also have the humility to admit when a change in direction is required.

Q: How has mentorship influenced your journey, and how do you pass that forward?

Mentorship played a major role in my development. I was fortunate to learn from experienced leaders who challenged my thinking and pushed me into situations that stretched me. That guidance became especially important during COVID, when mentorship from former senior executives of The Peninsula Group, along with corporate advisors and trusted business friends and colleagues, helped me maintain perspective and balance during an extremely difficult period.

Today, I see mentorship as a way to build legacy. At Swiss-Belhotel International, we invest in internal development and cross-exposure across properties. I often remind my team that learning never stops. If you feel like the smartest person in the room, it probably means you are in the wrong room.

Q: The hospitality industry keeps changing. How do you stay agile without losing identity?

The hospitality landscape is in a constant state of flux, particularly due to regional labour challenges. To remain agile, we focus on two key areas: our people and technology. This means rethinking talent development and preparing our teams for higher-cost markets through strong training programs, while also integrating smart technology to support operational efficiency.

At the same time, we are integrating AI into our corporate and analytical systems. Technology is not there to replace people. Our guest experience and staffing levels remain central to who we are. AI simply helps improve productivity, allowing our teams to focus more on meaningful guest interactions. It is about balance, not replacement.

Q: Is there one lesson that most shaped your leadership style?

Absolutely. Culture always comes first. You can have strong financial plans and smart strategies, but if your people do not believe in the vision, the guest experience will suffer.

That realization early in my career shaped my people-centered approach. Trust, recognition, and shared values are the foundation of sustainable growth.

Q: What advice would you give to emerging leaders who want to create real impact?

Be authentic and resilient. Do not chase titles. Chase meaningful impact. Focus on solving problems, not just pointing them out.

Most importantly, protect your reputation. Integrity, consistency, and hard work build trust over time. That trust becomes your most valuable asset.

Closing Reflection

As Swiss-Belhotel International moves into its next phase of growth, Gavin remains focused on steady expansion across Asia-Pacific, the Middle East, and Greater China, with particularly high-potential pipelines in China, Indonesia, Vietnam, Saudi Arabia, Australia, and New Zealand. While digital transformation and global development continue to shape the brand’s future, his leadership philosophy remains unchanged.

Grounded in passion, professionalism, and respect for people, Gavin’s approach serves as a reminder that even in a high-tech, fast-moving world, the heart of hospitality is still human. His journey stands as a testament to leading with clarity, courage, and care, especially when it matters most, as he looks forward to announcing several new management alliances in Greater China in the first quarter of 2026.