Different properties. Different cultures. One operating perspective.
Across Rome and New York, my career has developed through luxury hotels, fine dining and contemporary hospitality concepts — each with its own language, expectations and operating culture.
These experiences have shaped an approach grounded in operational discipline, service identity and the ability to translate standards into consistent guest experiences.
PALAZZO RIPETTA — ROME
Food and Beverage Manager
Leading the Food & Beverage operation across restaurant, bar, rooftop, breakfast and banqueting, with responsibility for operational performance, service standards, team development and the evolution of the property’s F&B identity.
The role combined daily operational leadership with strategic work on positioning, profitability, guest experience and the development of long-term standards across the department.
Average spend
€75 → €130
Food cost
29% → 24%
Restaurant covers
+4%
Alongside performance, the focus remained on creating a stronger operating culture — clearer standards, stronger accountability and greater consistency across the guest journey.
HOTEL EDEN — ROME
Luxury Hospitality
A formative chapter within one of Rome’s landmark luxury hotels, where heritage, discretion and highly personalised service define the guest experience.
Working in this environment strengthened my understanding of classical luxury hospitality and the importance of combining rigorous standards with intuition, attention to detail and genuine recognition of the guest.
It reinforced a principle that has remained central throughout my career: consistency should never feel mechanical.
True luxury is often found in what the guest never needs to ask for.
SOHO HOUSE — ROME
Food and Beverage Leadership
A different culture of hospitality — informal in expression, highly intentional in execution.
Working within the Soho House environment strengthened my understanding of community-led hospitality, contemporary service culture and the importance of creating experiences that feel natural while remaining operationally disciplined.
Hospitality can be highly structured without ever feeling rigid.
HASSLER ROMA · IMÀGO — ROME
Fine Dining & Luxury Hospitality
An experience at the intersection of iconic hotel hospitality and fine dining, where precision, culinary identity and service choreography must operate as one.
The environment deepened my understanding of the relationship between kitchen and dining room, the importance of timing and detail, and the level of coordination required to deliver an experience that feels effortless to the guest.
It also strengthened my appreciation for service as a form of interpretation — translating a culinary vision into a complete hospitality experience.
Fine dining is not only about precision. It is about creating meaning around every detail.
THE RITZ CARLTON — NEW YORK
Food and Beverage Operation
New York provided an international perspective on luxury hospitality at scale: pace, precision, cultural diversity and extremely high guest expectations.
The experience reinforced the value of structured service systems, attention to detail and the ability to maintain consistency within complex, high-volume luxury operations.
Luxury is not excess. It is consistency delivered without visible effort.
RINASCENTE ROMA TRITONE — ROME
Food & Beverage · Retail Hospitality
A different operating context, where hospitality meets retail, high guest flow and an increasingly experience-driven approach to Food & Beverage.
The role broadened my perspective on commercial F&B environments, customer behaviour and the importance of creating distinctive experiences within spaces designed for constant movement and diverse audiences.
It reinforced my ability to adapt service culture and operational standards to environments beyond traditional hotel hospitality.
Hospitality is defined less by the setting than by the quality of the experience we create.
Experience matters when it becomes perspective.
My experience across different hospitality cultures has taught me that there is no single model for excellence.
What matters is understanding the identity of an operation, recognising what makes it distinctive and building the people, standards and systems that allow that identity to perform consistently over time.