1. Could you begin by introducing your role as Area General Manager Pacific Islands and Marriott's portfolio in Fiji?
I have dual roles. First of all, I am the General Manager for the Sheraton Fiji Resort & Spa, the Western Fiji Resort & Spa, the Denarau Golf Club, the Sheraton Denarau Villas and Sheraton Tokoriki Island Resort.
I also have responsibilities for Marriott International, overseeing all Marriott-related hotels within Fiji. This includes the Fiji Marriott Resort Momi Bay, as well as our hotel in Samoa and our three hotels in New Caledonia.
2. How does Marriott contribute to Fiji's tourism sector and the wider economy?
Through the hotels that we operate on behalf of owners, Marriott has a significant workforce. We have more than 2,000 staff, or associates, in Fiji.
When you consider those 2,000 direct employees, as well as the indirect employment and economic activity generated through our business and turnover, our overall contribution to the Fijian economy would probably be at least five times what we contribute directly.
Being the Marriott brand, with the global reach that we have, we are also able to bring tourists into Fiji through our international network and our Marriott Bonvoy program.
The majority of our associates are local Fijians, and we also support local communities through initiatives such as those at Sheraton Tokoriki, where we support the neighboring village with school renovations and other community programs.
3. What are the biggest opportunities and challenges in strengthening Fiji's position as a premier destination in the Pacific, particularly around air connectivity and reaching key international source markets?
I think Fiji's biggest positive can also become its biggest risk as we move forward, but that risk can also become an opportunity.
Fiji is an island in the middle of the Pacific, so we rely almost entirely on airlift. Around 95% of tourism is international customers coming into Fiji, so airlift is the most important part of our tourism economy.
In today's competitive travel environment, you want consumers to choose Fiji first and foremost. One of Fiji's competitive advantages is accessibility. We have direct air links to Los Angeles and San Francisco, as well as Vancouver, which can bring North American customers to Fiji.
For Marriott, this is particularly important because we are a major U.S.-based hotel company, and the Marriott brand resonates strongly with North American travelers.
Once visitors arrive, Fiji also offers a diverse range of resort experiences, from overwater properties and family-friendly resorts to private islands, alongside the country's broader experiences, including wellness, adventure, the ocean and culinary tourism.
And, of course, there is Fiji's greatest asset: its people and their warm “Bula” hospitality. When you come to Fiji, people say “welcome home” because they want you to be part of the Fiji family.
4. Global travel patterns and traveler expectations have shifted significantly in recent years. How are Marriott's Fiji properties adapting to changing guest preferences, rising costs and an increasingly competitive international resort market?
As travelers become more sophisticated and preferences change, particularly with younger generations, we have to create experiences for them.
Having a great hotel room alone does not necessarily make a traveler choose our resorts. We have to create experiences across the entire holiday.
That means experiences involving the ocean, tours, cultural activities, food and beverage, cocktails and many other elements. The entire holiday experience has become more important than simply sitting beside the pool, as might have been the case in the past.
Consumers are also increasingly choosing destinations and resorts based on their sustainability and environmental credentials. They want to make sure they are traveling responsibly.
5. Fiji is positioning itself as a leading hub for leisure, weddings and MICE travel in the Pacific. What competitive advantages does Fiji offer, and what improvements are still needed to fully realize this potential?
The potential for Fiji in the MICE sector is enormous.
However, MICE also requires airlift, particularly from key markets such as the United States. That can be challenging when there is limited direct connectivity from the U.S.
At the same time, the U.S. incentive and association markets are increasingly looking at Fiji compared with destinations such as the Caribbean, Mexico and Canada.
Part of the reason is that organizations are becoming more willing to consider destinations that are further afield. Fiji offers a safe environment and authentic Fijian hospitality, allowing us to curate an amazing incentive program that can provide something different from what travelers might experience closer to home.
6. Local communities, culture and people are central to the Fijian guest experience. How do Marriott's resorts support local employment, training, cultural authenticity and partnerships with Fijian farmers, fisheries and suppliers?
Approximately 98% of our staff are Fijian.
We have programs in place to improve the skill sets of our associates. Marriott has very detailed training programs. We take people who may have no previous hospitality experience and teach them how to serve customers according to international hospitality standards. If someone needs to become a bartender, for example, we teach them how to be a bartender.
We are taking people with limited skills and developing them with the hospitality expertise and standards of Marriott.
From a management perspective, we also have programs to train associates to become future senior managers within the company.
But ultimately, the spirit of the Fijian community is what creates the service culture. The strength of Fijians is that their heart is in the right place and they genuinely want to help and assist.
One example I always love telling is from our main restaurant, Tatavu. A couple might arrive with a baby, and the next thing you see is one of our servers holding the baby for half an hour while the parents have dinner. They are happy to do it and genuinely enjoy the experience.
We also have a strong policy of purchasing goods locally, whether fish or other produce.
At the Denarau Marriott complex, we have our own farm, where we grow herbs and produce. We produce approximately 75% of the herbs we use ourselves, including lemongrass and some fruits, and we also produce honey.
It is what we call “farm to fork,” because the farm is literally part of the resort complex.
7. Technology and digitalization are reshaping hospitality worldwide. How is Marriott using digital tools, data and its loyalty ecosystem to enhance the guest experience, personalization and operational efficiency across its Fiji properties?
Marriott globally is investing in programs that create a more personalized experience for consumers, particularly through Marriott Bonvoy.
For example, if a guest has particular preferences when staying at the Ritz-Carlton Grand Cayman, those preferences can be available when that same guest comes to Fiji. We can then tailor and curate their stay based on their personal preferences.
From a Fiji perspective, we also have a resort experience department that focuses on pre-arrival personalization.
Marriott is also investing in AI-related products and systems. In reality, however, many of these technologies and processes have been developing for years. We have been using automation and technology in the hotel industry for a long time; we just did not always call it AI.
A simple example at the Denarau complex is the ability for guests to charge purchases from any of the 17 restaurants back to their room. Once they check in, the process is seamless regardless of which property they are visiting.
That is part of the luxury experience, being able to forget about the transaction and simply put the charge on your room.
8. Sustainability is increasingly important to both travelers and the industry. What steps are Marriott's Fiji resorts taking to protect the marine environment, reduce their footprint and support more sustainable tourism practices?
Sustainability and Marriott's Serve 360 program are at the forefront of what we do in Fiji.
We are very fortunate to be welcomed onto these lands, and we need to make sure we keep them sustainable for future generations.
At Fiji Marriott Resort Momi Bay, we have coral-planting programs that help restore the reef ecosystem in front of the resort. We also have mangrove-planting initiatives to protect the coastline.
Importantly, we involve our guests in these programs as well as our associates. We have guests who return year after year and can see how the mangroves they planted have grown and matured.
Here at Sheraton Fiji, we recycle wastewater as part of the golf course operations. Our farm is also fully self-sufficient through solar energy, with no conventional power supply.
We also use glass bottles across the site and recycle them, while eliminating single-use plastic wherever possible.
Sustainability is not only about what we do at the hotel; it is also about education and how we can assist our associates and their communities in their local villages.
9. North America is a significant and growing source market for Fiji. What opportunities do you see for attracting more travelers from the U.S., particularly from the West Coast and California, and how smart a position is Fiji for that audience?
We believe the U.S. market has an opportunity to grow even further for Marriott hotels.
We have the highest percentage of U.S.-based guests of any hotel group in Fiji, and the Marriott brand and Marriott Bonvoy program are particularly valuable in attracting travelers from that market.
From an American consumer perspective, Fiji may be a little further away than Mexico, the Caribbean or Hawaii, but it offers a different level of diversification. There is the local culture, incredible oceans and a wide range of adventures.
Fiji is also considered a safe destination for tourists, and it offers a favorable exchange rate for U.S. travelers.
When consumers consider all these factors, I believe Fiji can continue to become a first-choice overseas holiday destination for the U.S. consumer.
10. With the Western Fiji Golf Resort due to open in 2026, Marriott's presence in Fiji continues to grow. What is your vision for the portfolio over the next five to ten years, and how will this expansion strengthen Fiji's tourism offering?
Marriott has more than 30 different brands across luxury, premium, select, long-stay, short-stay and lifestyle segments. This puts Marriott in a very strong position to expand its portfolio as Fiji continues to grow its room inventory and tourism demand.
With our global reach and approximately 300 million Marriott Bonvoy members, owners who want to build or convert to a Marriott brand have an important advantage because of the large amount of direct booking generated through our own channels.
Our wide range of brands also allows us to determine the right brand for each location.
Whether it is an outer-island boutique resort with 30 rooms, an overwater bungalow property, or a hotel in Suva, Nadi or Lautoka, Marriott is well positioned to put the right brand in the right location for the right owner.
11. Finally, what message would you like to share with Los Angeles Times readers about Fiji as a destination, the experiences that set it apart, and the opportunities for travelers and investors looking to connect with Fiji?
From a consumer point of view, I would share two messages.
First, if you have not been to Fiji, you need to experience it in your lifetime. You need to tick it off your bucket list because once you come, you will want to come back year after year.
And for those who have been here before, we welcome you back with open arms and welcome you home to Fiji.
The Fijian people genuinely enjoy welcoming U.S. customers, and there is a cultural exchange that takes place in both directions. Our Fijian associates enjoy interacting with American travelers.
From an investor point of view, I believe Fiji has a stable currency, stable government and the right conditions for long-term returns, particularly given the consistency we have seen in visitor arrivals following COVID.
Tourism will continue to grow, and with the right investors, there is an opportunity to achieve sustainable returns for the future.
