●We heard you’ve recently been appointed as General Manager of K5. To start off, could you tell us a bit about your childhood and where you grew up?

I was raised in a small town in northern Philippines, about six hours away from the capital, Manila. The town is surrounded by both sea and mountains, and I grew up freely with my big family. At school, I was pretty active—I served as the vice president of the student council and wrote poems that were published in the school newspaper. I’ve always had a tendency to get bored easily, so rather than focusing deeply on one thing, I was more of a generalist, curious about a wide variety of things.

●Did you have any dreams or aspirations at the time?

Up until my senior year of high school, I dreamed of becoming a teacher. I would sometimes stand alone in an empty classroom, imagining students behind me as I wrote on the blackboard. I even had a few chances to actually give lectures in front of younger students. But in the end, I decided to go to university and pursue a corporate career.

●So you didn’t follow the path of becoming a teacher?

That’s right. I thought I might have a chance to become a teacher in the future, so I decided to study accounting at university for four years, with the aim of supporting local businesses. In the Philippines, the barriers to entrepreneurship are quite high, so starting a business isn’t something many people naturally consider. At my school as well, many students aimed for civil service or social welfare jobs. I enjoyed using analysis to make smart decisions, so I began thinking it would be meaningful if I could support people who aspired to start their own businesses, even in a small way.

●What kind of job did you take after graduating from university?

After graduating from university, I happened to get a job at a hotel! I was hired into the Administrative department as a back-office staff member and worked as the assistant for the manager. Then one day, after working together for two years, the General Manager asked me, “We’re opening a new hotel on Boracay Island — would you like to come along?” I agreed and got involved in launching the new hotel from the ground up. It was a small team of just seven people, and we had no leaders for the front desk or marketing, so I had to step out of the back office and learn front-of-house operations. Even though we were surrounded by the ocean, I didn’t have a moment to even look at the sea for the first three months.

●From supporting behind the scenes to suddenly standing at the front desk—it sounds like an incredibly busy time with no chance to even enjoy the view!

I wasn’t very comfortable with communication at first, so every day was a learning experience. But I found that talking with guests had a calming effect on me—it was actually more enjoyable than the back-office work. That’s when I realized I was better suited for front-of-house operations. Through conversations with guests, I gradually came to understand what a hotel should truly be.

I also realized that I couldn’t convey the charm of the island without first understanding it myself. While creating tour packages, it became clear to me how important that was. So I started visiting local shops on Boracay Island, and I wanted to ensure that our staff could enjoy and deeply understand the island’s appeal too. That’s why I suggested including community engagement in our staff welfare programs—helping them build relationships with local businesses while also appreciating the island’s unique culture.

●So the hotel became a place where people connected, and the presence of the hotel helped create a positive cycle within the town.

Exactly. I truly loved both the people and the town. However, the small team structure wasn’t sustainable long-term, and my desire to see more of the world and take on new challenges grew stronger. Although I had only been at the hotel for a year, I decided it was time to move on.

Around that time, a friend living in Dubai casually told me about an interesting job opportunity. That sparked my interest in looking for overseas jobs online. I’ve always loved Japanese anime, especially the manga “Kimi ni Todoke,” and that inspired me to think, “Maybe I could work in Japan.” So I applied for a few positions and was lucky enough to find opportunities in restaurants as well as jobs for English teachers. I chose Japan over Dubai and started working as an English teacher while attending Japanese language school.

●So in a way, your dream of becoming a teacher came true—in Japan! When did you first encounter K5?

After I graduated from Japanese language school, I strongly felt the urge to return to the hotel industry. While browsing hotel job sites in English, I came across a posting for K5. At that time, the hotel hadn’t yet launched under the name HOTEL K5—it was just listed as a “NEW BOUTIQUE HOTEL.” Because I had prior experience with boutique hotels, I reached out right away.

●What drew you to boutique hotels in particular?

One reason is the close interaction with guests, but also, I felt that it would be a place where I could share my ideas and make suggestions. More than anything, I was drawn to the opportunity to help build a hotel from the ground up, all starting together as a team. During orientation, about 20 people gathered, and we were shown the exterior and interior of the hotel. It was still under renovation, so we couldn’t see everything clearly—the building was still veiled behind semi-transparent curtains—but the atmosphere of K5 was already palpable. I was so excited, thinking, “What a beautiful hotel!” I interviewed in English rather than Japanese, which I still wasn’t confident in, and I was fortunate to be hired.

●What was your first position at K5?

I joined the team as a member of the reception staff. Just before the grand opening, we were helping move furniture into the rooms with the team and having a great time. I was looking forward to the start of a lively period welcoming guests every day, but then the pandemic hit right at the time of opening, and the hotel had to close for two months. While we made plans as a team for reopening, those were anxious days. For about a year after we reopened, it was difficult for international guests to visit, so we mostly welcomed Japanese guests. That meant I had to use more precise Japanese in communication, which became a great opportunity for me to improve my language skills.

●From reception to General Manager—what kind of work did you do over the past five years?

After reopening, many of the housekeeping team members couldn’t return right away, so those of us on the reception team helped with cleaning rooms and conducting inspections. I had the chance to experience many layers of hotel work. There was never a day when I wasn’t learning. Then, two years later, I was given the opportunity to become a front desk supervisor.

●How did becoming a supervisor change your work?

More than the work itself changing, I’d say my attitude toward work changed. In that role, I was responsible for training and evaluating staff, so the way I communicated had to evolve as well. I continued working at the front desk, but I became more focused on whether I was truly understanding what guests were saying and responding appropriately, and how to solve issues that arose. It required stronger communication skills.
After that, I worked as the Operations Manager until last year. In that role, I started coordinating with Heiwa Real Estate to strengthen our connection with the Kabutocho neighborhood. It was a wide-ranging position, and I was also given the opportunity to assist Ms. Kanako Watanabe, who was the GM at the time. People often ask me, “Don’t you get bored working at a hotel?” But I’ve had a different role every year, so there’s really no chance of getting bored! There’s so much variety in hotel work!

●You’ve seen K5 from many angles over the years. What was your impression of Ms. Watanabe, who was the GM at the time? And now that you’ve taken on the GM role yourself, how do you feel about it?

What I observed most closely in Ms. Watanabe’s work was how she protected the staff while also focusing on how to share K5 with the world. To be honest, I was anxious and unsure of myself at first when the idea of becoming GM came up. I even typed “What does a GM do?” into ChatGPT once! When Ms. Watanabe went on maternity leave, it became clear that continuing the role of GM in the same way would no longer be realistic. I constantly questioned whether I was capable of stepping into the role of GM at K5.

I even considered whether there might be someone else more suitable, and I asked people around me, “Are you sure I’m the right person for this?” But in the end, it was the support of the team that gave me the courage to say yes. Hearing from team members who saw my appointment positively made me realize once again that I wanted to continue working with this team. Of course, it’s important to value our guests, but it’s just as important to value the staff. By respecting the opinions of those working around us, I believe we can turn the impossible into the possible. Once I saw that our team could embrace that mindset together, I decided to accept the position of General Manager.

●As GM, one of your roles is to lead the team, of course, but what are your responsibilities more specifically?

In addition to overseeing the overall operations of the hotel and ensuring it remains profitable, I also see it as my role to think about how to communicate the identity of K5—including our staff, this building, and the history of Kabutocho to the world. As someone who is not originally from Japan, I believe my perspective as a foreigner can actually be one of my strengths in doing so.

●That makes sense! Your outside perspective on Japan gives you a unique lens. When it comes to communication, is there anything you personally prioritize?

Yes, there are three things I always keep in mind. First is listening. Not just hearing words, but listening in a way that helps me see the situation the other person is facing and understand the issues they’re dealing with. Second is asking the right questions. By doing so, you can sometimes reach a solution right then and there. And third, I try to be honest about my own thoughts. That applies to everyone—guests, coworkers, and clients. I try to treat everyone the same, with openness and honesty.

At the reception desk, you hear both good and bad feedback. But if you don’t truly listen, you won’t be able to take meaningful next steps. That’s where these three pillars of communication really come into play.

● I see. Through those kinds of communication, you must also have some memorable episodes with guests?

There’s a shoe store owner from New York who has stayed with us more than 20 times, always booking the suite for three or four nights. He greets us so casually with a cheerful “Hey hey!” that he feels more like a friend than a guest. Sometimes I jokingly message him, “It’s time to check out!” and he’ll reply, “Are you trying to kick me out?!” The easy, relaxed nature of our relationship is something I truly enjoy—but it’s only possible because of the consistent, respectful communication we’ve had over time.

Of course, if I were to greet a Japanese guest at the reception desk with a loud “Hey, hello!” in the same tone, I might unintentionally offend them. So it’s really important to be sensitive to each guest’s personality, mood, and cultural context.

●So it’s not just about listening—you’re also paying close attention to the emotional and cultural nuances of each interaction.

Exactly. In terms of building relationships that lead to repeat stays, I remember one international guest who left behind four large suitcases at reception. We were shocked by such a major oversight! When I called to let them know, they told me they had already arrived at their next hotel. I made a quick decision to take their luggage to Shibuya myself. When I arrived, the guest gave me a tearful hug. In that moment, I felt glad I had really listened to their voice and acted on what they truly needed. It was also a moment where I felt we’d uncovered what mattered most to them.

Some people might ask, “Was it really necessary to go that far?” But in this industry—where we help create extraordinary, memorable experiences—I believe that these kinds of gestures are what bring guests back. They turn an ordinary stay into a story.

●On the flip side, have there been any moments of failure?

Yes—this happened with a Japanese guest who had chosen K5 as the venue for a proposal. We were entrusted with the ring and given a few instructions, and our whole team went all-in to make it special. But afterward, we received feedback that said, “It was a proposal—I wish there had been more attention to detail.”

I realized that although the guest had chosen K5 because they wanted to create a truly special memory, our efforts, while sincere, hadn’t been quite enough. Perhaps there were unspoken hopes or expectations that we failed to anticipate, and that was a moment of reflection for all of us. We responded by being honest about our shortcomings, sincerely apologizing, and expressing our desire to make it right. Thankfully, they gave us one more chance and returned for another stay.

● From all of these stories, it’s clear that you don’t just respond to guests’ needs, you strive to understand the feelings and expectations behind them. What do you see as the unique strengths of K5, a place that welcomes such a wide range of people?

I believe the strength of both K5 and Kabutocho lies in being a place that continuously generates stimulation and inspiration, while connecting the past, present, and future through a shared vision. Kabutocho carries a rich legacy as a historical financial district, the core of Japan’s economy, but ever since K5 opened five years ago, the area has gradually started to transform, while still honoring its past.

New people are gathering, adding new layers of color and vibrancy. The experiences of guests start to synchronize with the atmosphere of the town, creating a kind of circulation between the two. Unique restaurants and shops are emerging that can only be found here. Of course, places like Shibuya and Shinjuku have their appeal, but more and more architects, designers, and international guests are recognizing the calm, reflective experience that Kabutocho offers—a place to truly take in Tokyo. I hope that one day, when people think of Tokyo, they’ll associate it with Nihonbashi Kabutocho.

●What kind of future do you think K5 should be looking toward?

Just as K5 has evolved over the past five years, I think the scope of what we can do has also changed. Lately, we’ve seen more guests come to us through word of mouth, which I find to be a really exciting development. Depending on the media outlet, introductions can sometimes be one-sided, or the reality of the hotel might not perfectly align with how it’s portrayed in articles or photos. But when relationships are built directly, and when our appeal spreads through personal recommendations, it becomes a much more organic kind of growth—something that goes beyond conventional “information sharing.” And that allows us to focus more fully on delivering services that are genuinely aligned with who we are.

●As you pursue a more K5-like way of serving guests, what goals do you personally hold?

Over the past few years, the themes I’ve been reflecting on have become more fundamental and meaningful. It might sound simple when put into words, but my goal is: “To create happiness for both our hotel guests and the people who work here.” Happiness takes many forms for different people, but I want to continue holding onto this goal so I can stay close to each individual’s sense of well-being.

Together as a team, we want to deliver services that create experiences powerful enough to transform someone’s life—something only K5 can offer. That’s the future I want to shape with this team, and it’s something I’ll continue to treasure moving forward.