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New CEO Suthumpun setting her own tone at Dusit

After bringing satellite operator Thaicom from nowhere to eighth in the world and increasing its market cap five to six times in the four-plus years she headed the company, Dusit International’s new Group CEO Suphajee Suthumpun is on a mission to put the homegrown hotelier on the world stage.

Suthumpun joins Dusit at a time of tremendous growth. The chain operates 29 properties today but has a pipeline of 40 hotels that will open in the next three to five years across AMEA. The target is to sign another 20 hotels this year, she told HOTELS in a recent interview. Hospitality education is also growing great guns with eight projects in six countries.

But Suthumpun’s goal is incalculable and larger than just number of hotels, schools, company size and other such performance indicators. “I could grow Dusit to 100 hotels and have more education projects, but I’m looking for more impact than just that,” she said.

“When you have the passion for something, you want things to move fast. There is no such thing as being a workaholic; it’s all about work-life balance and the discipline in fulfilling your role, be it as a mother or a CEO." --  Suphajee Suthumpun
“When you have the passion for something, you want things to move fast. There is no such thing as being a workaholic; it’s all about work-life balance and the discipline in fulfilling your role, be it as a mother or a CEO.” — Suphajee Suthumpun

Her first goal is for everyone of Dusit’s 4,000 employees – and this will grow to 12,000 as it opens more hotels – to be proud of being a part of Dusit and to believe in its mission. “Ultimately, for Dusit to be seen as the homegrown asset of the country which all Thais can be proud of,” she said. “If a Thai were to visit, say, the Dusit Thani in Dubai, he or she would be filled with pride that Thailand has produced such a brand.”

Suthumpun said after Thaicom, she was ready to retire from full-time work, instead create more impact by contributing to the board of a few companies and universities, and doing executive coaching.

Dusit was one of the boards she joined last October, and an uncanny match of vision, ideals and values pulled her deeper to the organization. Aside from the chance to grow another Thai brand, Dusit’s other business, hospitality education, also appealed to her innate sense to nurture. On January 1, she became its group CEO.

Marking a new chapter at Dusit, Suthumpun is the first CEO who is non-family and only the third CEO since the business was found by Thanpuying Chanut Piyaoui in 1949. The founder’s son, former CEO Chanin Donavanik, has stepped down but remains chairman of the executive committee.

Asked why he decided to handover the baton to Suthumpun, Donavanik said with the business growing so rapidly, the company had to be managed and led differently. “I don’t think I have the energy to do detailed works anymore. I also think technology will be important if the company were to do well and I am not good with that,” he said. “And when she said ‘yes,’ I felt comfortable to retire as I have someone who has the passion and reputation to look after Dusit, the company I love as my mother founded it.”

Suthumpun said her priority was to strengthen the foundation of the company to support “quality” growth. The pillars center around five key areas, namely, people, process, property and branding, technology and financial capability, she said.

Sharing some of the plans, Suthumpun said there must be the right competencies and organization structure to support a growing Dusit.

With staff numbers tripling in the next few years, Dusit must build a strong culture and, while it keeps its legacy and core values, these must resonate with a new generation of workers who have different ideas and aspirations.

Efficient processes are also needed. If she were pick two areas, she would first tighten up the customer relations (owners and guests) and internal/external communications processes. She would use technology to strengthen the processes, and to increase direct bookings, she said.

Suthumpun has also started to evaluate what investments are needed to optimize the value of owned properties. Of the 29 hotels currently in operation, 10 are owned by the company. Asked if capex was in the plan for some of the older properties, she said, “As owner, we (ourselves) have to have the right kind of facilities, decor, services, etc. It’s not just about renovations but how to optimize the value of a property. For example, our Phuket asset is targeting to be a MICE destination; we would need to build a conference hall to support that ambition. We have a big land next to our hotel in Hua Hin. Should we invest in a mixed-use or residential?”

A branding exercise to study if the four brands in the portfolio – Dusit Thani, Dusit D2, Dusit Deverana and Princess – have a clear brand promise is underway.

As for financial capacity to support growth, she revealed Dusit would eventually hire a chief investment officer, a first for the company, to explore various instruments such as REITS and bonds.

Asked about her style of management, Suthumpun said she has a coaching style yet she is also a pacesetter. “When you have the passion for something, you want things to move fast. There is no such thing as being a workaholic; it’s all about work-life balance and the discipline in fulfilling your role, be it as a mother or a CEO,” she said.

Suthumpun dismissed the notion that despite her appointment, Dusit was still more family-run than corporate given the founder is advisor and Donavanik is chairman of the executive committee. “We’re public-listed and governed by a board of directors,” she said. “Khun Chanin now has me as a professional to run the business. They (mother and son) are still part of the board but there is no family intervention.

“Khun Chanin has been kind and open, and respect my team and I. Besides, his vision is the same as mine; it’s ingrained in the whole company. We would like to bring Thai hospitality to the world and help strengthen the education system not just for us, but for the whole industry.”

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