Name: Rojana P.
Position: Director of Operations
Hotel: Madi Paidi Bangkok, Autograph Collection and Courtyard by Marriott Bangkok Courtyard by Marriott Bangkok Sukhumvit 20  Drink or treat of choice: Protein shake and iced Americano.
Dream destination: The Netherlands.

Almost everyone has had that moment where they second-guess a decision that feels a little risky. For Rojana, those are exactly the moments she’s learned to lean into.

Some of her biggest career moves didn’t look like the obvious choice at first, but they turned out to be the ones that helped her grow the most.

She started as a Guest Relations Officer at JW Marriott Bangkok, where she discovered how much she loved being close to the guest experience. From there, her career grew across different Rooms roles, different properties, and different brand tiers. Each move gave her a new perspective on how hotels run and what leadership really looks like in practice.

Along the way, she also took on pre-opening projects, learning to stay calm when things change quickly and to find solutions in real time. Today, as a Multi-Property Director of Operations, she supports teams across multiple hotels, helping them stay focused on what matters most: their people and their guests.

Tell us a bit about your journey

During my journey at Marriott I have been exposed to so many different environments and ways of working. Moving across luxury, premium, and select brands showed me that leadership is not about a single formula, but about understanding the context and the people you are working with.

How has that impacted your career?

Each role helped me see the business from a wider perspective and taught me how to adjust my approach depending on what the situation required. Over time, it helped me become more confident in taking ownership, making decisions, and leading teams with clarity and consistency.

Was there a moment when you had to choose growth over comfort?

Yes, one key moment was when I moved from a luxury brand to a select brand for a higher role. At first, some people might see that as a step down because the brand tier is different. But for me, it was the opposite. The role pushed me to take broader ownership, make faster decisions, and be much more hands-on across the operation.

How do you think you grew from that experience?

I had to think differently and lead differently. I learned how to prioritise what matters most, stay close to the guest experience, and support teams through practical solutions rather than relying on systems or process alone. Looking back, that transition gave me a wider view of the business and helped me grow into a more rounded, strategic operations leader.

What is a big lesson you have you learned along the way?

I learned that adaptability becomes easier when you treat every new environment as a chance to learn, not something to fear. Working across different brands taught me to observe quickly, ask the right questions early, and adjust my leadership style based on the team and the guest expectations.

‘Progress is built through consistent effort, not perfect timing.’

Rojana P. – Director of Operations

What is it like to be part of a pre-opening team?

Pre-opening work taught me to stay calm under pressure, and focused on practical solutions. Over time, I became more intentional about decision-making by taking ownership of outcomes, learning from results, and refining my approach with feedback. Those experiences made me more confident as a leader.

Any advice for someone navigating their Own Your Career journey?

Be clear about what you want to grow into, then build the skills step by step. Look for stretch opportunities, take ownership of a project, or volunteer for something that expands your exposure. Ask for feedback, learn from what worked and what did not, and keep refining.

Progress is built through consistent effort, not perfect timing.

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