South African hospitality leader Jaco Le Roux brings more than three decades of international experience, including over 20 years with Hyatt, to his role as Cluster General Manager of Hyatt Regency Bali and Andaz Bali.
Originally from Cape Town, Le Roux began his hospitality career in 1994 after studying Hotel Management and joined Hyatt in 2001. Since then, his career has taken him across Europe, Africa, the Middle East and Asia-Pacific, with leadership roles including Park Hyatt Moscow, Andaz London Liverpool Street, Grand Hyatt Goa and, most recently, as Area Vice President overseeing 11 leisure hotels across India.
With an operational foundation in Food & Beverage and extensive experience across different markets and hotel environments, Le Roux brings a broad international perspective to his current role in Bali. We spoke with him about his journey in hospitality, adapting to different destinations, and his experience leading two distinctive Hyatt properties in Sanur.
You have worked in destinations including Moscow, London, Goa and now Bali. What has each location taught you about adapting to different teams, cultures and guest expectations?
Every destination has taught me something different. London taught me a lot about pace, diversity and the importance of being adaptable. Moscow gave me a deeper appreciation for working across different cultures and perspectives, while Goa taught me the importance of understanding the destination and allowing the local character to become part of the guest experience.
Bali has perhaps reinforced all of those lessons. Hospitality here is deeply connected to culture, community and the people who call the island home. You cannot simply bring one way of working into a destination and expect it to work. You have to listen, learn and adapt.
Ultimately, I think great hospitality starts with understanding people. Whether it is a colleague or a guest, everyone brings a different background, expectation and perspective, and our job is to create an experience that feels genuine to them.
Tell us about Hyatt Regency Bali and Andaz Bali. How do you create a shared sense of purpose across the two properties while allowing each hotel to retain its own personality?
Hyatt Regency Bali and Andaz Bali are very different hotels, and that is something we celebrate. Hyatt Regency Bali has a wonderful heritage in Sanur, with a history that goes back decades, while Andaz Bali brings a more contemporary interpretation of the destination through its village-inspired concept.
What connects the two is our people and our commitment to genuine Balinese hospitality. We want both hotels to feel distinctly different, but both should reflect the warmth, care and sense of place that makes Sanur special.
For me, it is about having a shared purpose rather than making everything the same. We can share knowledge, support each other and work towards common goals while giving each property the freedom to express its own identity.
You began your career in Food & Beverage before moving into broader hotel operations. How does that early experience continue to shape your approach to leadership today?
Food & Beverage is a great school for hospitality because you are constantly interacting with people. You learn very quickly that the smallest details can have a big impact on someone’s experience.
That experience still influences me today. I like to stay close to the operation and understand what our teams and guests are experiencing firsthand. I also believe that you cannot lead effectively from behind a desk. You need to be present, listen to your colleagues and understand the realities of the operation.
F&B also taught me that hospitality is very much a team effort. A successful guest experience rarely comes from one person. It comes from many people working together, often behind the scenes, and I think that is an important perspective to carry into leadership.
You have spoken about empathy, integrity, inclusion and leading by example. How have these values been implemented in the culture you are building across your teams?
For me, these values have to be demonstrated rather than simply written on a wall. What I appreciate about Hyatt is that this way of thinking is already deeply embedded in the company’s culture. Our Purpose of Care, to care for people so they can be their best, is very much aligned with how I believe we should treat our people.
I see my teams as an extended family, and that means caring for them as individuals, while also respecting their boundaries and personal lives. Something as simple as not messaging people outside working hours unless it is genuinely necessary can make a difference. Care is often found in those everyday choices.
I remember explaining Hyatt’s Purpose of Care to someone close to me who was already familiar with the group, and her reaction was essentially, “Isn’t that already what you do?” That stayed with me because it captured something important: for Hyatt, care is not a new concept or simply a programme. It has been part of the organisation’s identity for a long time.
Empathy starts with listening to our people and understanding that everyone has different circumstances, experiences and aspirations. Integrity is about doing the right thing consistently, even when nobody is watching. Inclusion means creating an environment where people feel comfortable sharing their ideas and know that their voice matters.
And leading by example means being willing to hold myself to the same standards that I expect from others. I believe our teams take their cues from their leaders, so the culture we create every day is shaped by how we communicate, how we treat people and how we respond to challenges.
What has been one of the most rewarding moments of your first year at Hyatt Regency Bali and Andaz Bali?
One of the most rewarding things has been seeing the two teams come together while still maintaining the individual character of each property.
There have been many individual moments with guests and colleagues that have been memorable, but I think what stays with me most is seeing our people grow in confidence, take ownership and create experiences they can genuinely be proud of.
Coming into a new destination, you spend a lot of time learning and listening. Seeing that translate into stronger teams, new ideas and positive experiences for our guests has been incredibly rewarding.
What is the next chapter for you, Hyatt Regency Bali, and Andaz Bali?
The next chapter is really about continuing to build on what is already strong.
For Hyatt Regency Bali, we have a wonderful heritage and a very loyal community, so it is about respecting that legacy while continuing to evolve the guest experience. For Andaz Bali, it is about continuing to bring the spirit of a Balinese village to life in fresh and meaningful ways.
For me personally, I want to continue developing our people and creating an environment where our teams feel empowered to grow. The hospitality industry is constantly changing, so there is always something new to learn and improve.
Ultimately, I would like both properties to continue being places where our guests feel genuinely welcomed and our colleagues feel proud to belong.
How can our readers get in touch?
I’m always happy to connect. Readers can reach out to Hyatt Regency Bali or Andaz Bali through our official channels, or connect with me professionally through LinkedIn. I’m always interested in meeting people who share a passion for hospitality, Bali and the industry.
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