Name: Welsen Y.
Position: Director of Finance and Market Director of Finance
Hotel: W Bali Seminyak
Dream Destination: China. I am fascinated by its mix of modern cities, history, and natural landscapes.
Drink or treat of choice: Hot coffee latte to start the day, or a glass of Malbec at the end of the week.
Welsen’s career has been shaped by moments that asked him to step forward, speak up, and carry responsibility even when it felt heavy. He began his journey in 2012 as part of the pre‑opening team at Sheraton Bali Kuta Resort.
Like many finance professionals early in their careers, Welsen was most comfortable working behind the scenes, focused on the numbers and ensuring things ran smoothly. But as he moved through multiple hotel openings and took on broader responsibilities, he began to realise that growth would require more than just technical expertise. “Being part of pre‑opening teams early on exposed me to dynamic environments where collaboration and adaptability mattered as much as financial accuracy.”
Today, Welsen leads the finance team at the W Bali Seminyak while supporting financial operations for more than 27 hotels across Bali. Beyond performance, what motivates him most is building strong teams, mentoring future finance leaders, and contributing to the wider community through the connections he has built along the way.
What has been an aha moment in your Marriott journey?
As my responsibilities grew, especially at a market level, I realised that my role was not just about numbers, but about helping people understand them and make better decisions together. That shift changed how I see leadership. It encouraged me to step forward, communicate more openly, and use my experience to support and mentor others along their own journeys.
And a moment when you had to choose growth over comfort?
In my current role, staying comfortable is not really an option. Supporting a high‑performing hotel while overseeing a large market means making difficult decisions, balancing different expectations, and often operating under pressure.
While pressure is often seen as something to avoid, I have come to believe that it is a privilege. It means you are trusted. For me, choosing growth has meant accepting that responsibility and learning to lead through complexity rather than stepping away from it.
What have you learned about yourself along the way?
As my responsibilities grew, I realised I needed to develop myself more intentionally and not just relying on what I was already good at. I started putting myself in situations that stretched me, presenting more often, leading discussions, and explaining financial insights in a way that different teams could clearly understand.
Have you implemented any smart changes that have made a difference in the way you lead?
I actively ask for feedback from leaders and peers, reflect on what worked, and refine my approach each time. I also made a conscious effort to build relationships across hotels and functions, because alignment and trust are just as important as accuracy.
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