A New Kind of Hospitality

Every once in a while, a conversation sneaks up on you. You walk in expecting nothing, and you walk out thinking about it for the rest of the night. That’s exactly what happened when I met Shareska Gutierrez (36), Director of Commercial Strategy at Radisson Blu Aruba, one of the island’s standout resorts,  and one with a story worth telling.

She was young, sharp, and confidently leading in a senior role. So I asked her to tell me a bit about her career , how she got here, and what her journey looked like.

And that team? It’s now leading one of the most quietly transformative hotels on the island.

A Different Kind of System

When Radisson Blu Aruba opened its doors during the uncertain days of COVID in 2021, it didn’t just bring in a sleek property, it brought in a new philosophy.

Right from the start, the hotel implemented a compensation system that broke from traditional hospitality models. At many properties, guest service charges and extra fees go into the hotel’s revenue stream. At Radisson Blu Aruba, a portion of that is redirected each month into a staff bonus pool, designed with an asymmetrical structure.

What does that mean in practice?

Those in lower-paid roles, such as housekeeping or maintenance, receive more points in the system, and therefore a larger share of the bonus. Those in senior roles, like hers, receive proportionally less.

“Those of us in leadership already earn more,” she told me. “This is designed to support the people who need it most.”

It’s a compensation model grounded in fairness, and executed with intent.

The Result? They Stay.

I asked what impact this system had on staff morale and retention. Her answer was immediate: “We don’t advertise positions. People stay.”

With above-minimum base pay, and monthly bonuses that are reliable and substantial, the staff don’t just feel appreciated, they feel invested in. And it shows.

Shareska even offered proof. “You don’t have to take my word for it,” she said. “We can show you the payslips.”

It’s not lip service. It’s measurable.

Why Don’t More Hotels Do This?

So I asked: if it’s so successful, why don’t more properties follow this model?

Her response was careful. “A lot of hotels are just used to doing things a certain way, and that’s fine. But we believe we’ve shown there’s another way — one that works, and works better.”

And the results speak for themselves.

Leadership That’s Being Recognized

The hotel’s General Manager, Luigi Wix (41), was recently named General Manager of the Year across his employer s Choice Hotels International, — a global recognition within a group that includes over 7,500 properties worldwide. That’s not just a personal milestone. It’s a major win for local leadership in Aruba’s hospitality industry.

Luigi has been at the helm of Radisson Blu Aruba since its opening during the pandemic in 2021. From the beginning, he helped assemble and lead what would become the property’s defining strength: a 100% locally led executive team, including Shareska.

Under their leadership, Radisson Blu Aruba has achieved outstanding results. The resort earned the Ring of Honor Award from Choice Hotels International for two consecutive years, placing it in the top 1% of all properties across the company’s global portfolio, which includes well-known brands like Radisson, Cambria, Comfort, and Ascend. The award recognizes exceptional guest satisfaction and service excellence, but it also reflects something deeper. As Shareska put it:

“This is proof of what a 100% locally led team can achieve when purpose meets passion.”

And in Luigi’s case, it’s also proof that local talent can compete,  and win, on a global stage

And the Local Talent Doesn’t Stop There

This shift isn’t isolated to one hotel.

This trend of empowered local leadership isn’t limited to one hotel.

Jonathan Werleman (35), recently appointed Director of Food & Beverage at The Ritz-Carlton Aruba, is another prime example. A native of Aruba, Jonathan brings over 15 years of experience in hospitality, most recently serving as Director of Food & Beverage with Holland America Line, where he led teams of over 300 crew members on international voyages throughout Asia, Australia, Alaska, Polynesia, and Africa. His leadership there was credited with driving operational efficiency, guest satisfaction, and strong financial performance.

Before that, he held key roles at Bucuti & Tara Beach Resort, Hilton Aruba, and Radisson Blu Aruba, making his new role at the Ritz not just a step forward, but a continuation of a steady rise through Aruba’s hospitality ranks. Jonathan is more than qualified. But just as important, he’s rooted here. With deep ties to the island and a global career behind him, he brings both perspective and permanence to one of Aruba’s top-tier resorts.

Like Luigi Wix and Shareska Croes, Jonathan reflects a growing recognition: that Aruban professionals aren’t just ready for leadership, they’re already leading, and doing so at the highest level.

Honoring Excellence Across the Industry

And speaking of leadership and dedication, just last night, the AHATA Excellence Awards 2025 were held at The Ritz-Carlton, Aruba. It was a night to remember, honoring 38 professionals whose commitment to excellence continues to raise the standard of hospitality on the island.

With over 250 guests gathered in the ballroom, the event was a powerful reminder of how much local talent drives our success. The awards, presented by AHATA President and CEO Tisa LaSorte, featured a custom-designed cocolishi-shaped trophy created by local artist Gilbert Senchi, symbolizing the warmth and resilience of our industry.

I want to take a moment to congratulate each and every award recipient. Your work matters. And your excellence is what keeps Aruba not only competitive, but exceptional.

Local Talent with a Long-Term View

There’s a significant difference between someone who views Aruba as a three to four year career posting, and someone who views it as home. Many expats do an excellent job, no question. But local professionals bring something different: long-term commitment. They think in decades, not quarters. And they understand the nuances of the island in ways no briefing document can deliver.

So when companies like Radisson Blu Aruba and Ritz-Carlton elevate local leadership, they’re not just hiring talent. They’re making an investment in stability, consistency, and cultural depth.

A Model Worth Watching

In a past column, I noted the disconnect between Aruba’s GDP growth and our stagnant per capita income. It’s a gap that deserves attention.

What this team at Radisson Blu Aruba has done,  building a locally led leadership structure, implementing a compensation model that favors equity, and achieving top-tier performance on a global scale, is a quiet but powerful answer to that challenge.

It shows what’s possible when the industry decides to do better by its people.

Innovation Isn’t Always Digital

We often associate innovation with technology. Apps. Platforms. Algorithms. But sometimes, innovation is simply a decision, to pay people more fairly, to retain talent, to trust locals with leadership, and to create systems that reflect values. There’s no AI powering this model. No blockchain. Just a group of Aruban professionals who decided they wanted to do things differently, and then proved that they could.

1. Reflect
It’s easy to believe the old rules are fixed: that hospitality runs on turnover, that leadership must come from abroad, that locals must wait their turn. But we’re seeing a new model emerge, and it works.

2. Connect
When we place trust in local talent, and pair it with thoughtful systems like the one at Radisson Blu Aruba, we don’t just retain employees. We create meaningful careers, build resilient teams, and strengthen the industry from the inside out.

3. Action
So maybe it’s time for more hotels, and more sectors, to take a closer look. Because success isn’t just about occupancy rates or awards. It’s about who we choose to lead, how we choose to pay, and why we build the systems we do.

Sometimes, doing things differently isn’t risky. It’s simply better.

Thanks for reading. I’ll see you next week, and as always, I’d love to hear your thoughts. Could a system like this work elsewhere? Are we doing enough to grow and trust our local talent?

For all my columns and podcasts, visit www.lincolngomez.com.