Transforming Guest Experience in Luxury Hospitality

As a Director of Guest Experience with with nearly 20 years in hospitality, Felipe Reyes Deeney is passionate about creating memorable guest interactions. He specializes in strategic guest journey mapping, team leadership, and operational optimization to deliver exceptional service. Mr. Reyes Deeney’s collaborative leadership style empowers teams to innovate and excel. Formerly Director of VIP Services at Caruso LLC, he crafted bespoke experiences for high-profile clients. He thrives in dynamic settings, using creativity and adaptability to consistently enhance guest satisfaction and loyalty.

From In-House Room Reservations to Leadership

My journey in hospitality has been fulfilling for nearly 20 years, beginning shortly after graduating in 2005. My first role was with a luxury brand at the Ojai Valley Inn and Spa, which laid the foundation for my passion for high-end hospitality. From there, I joined Four Seasons, a globally renowned name in luxury travel. At Four Seasons, I supported various properties, either during openings or when they were short-staffed.

One of the most significant experiences was at the Four Seasons in Philadelphia, where I joined the pre-opening team and had the pleasure to meet Four Seasons founder, Mr. Isadore Sharp. While there, I had the opportunity to work with the Guest Experience team during a task force assignment. I was inspired by how seamlessly they communicated with guests, from pre-arrival interactions to personal greetings upon arrival and continued engagement through check-in. Their ability to anticipate guest needs and understand them deeply resonated with me. At that moment, I realized I wanted to transition from back-of-house to front-of-house with a focus on guest experience.

After returning to Four Seasons Westlake Village, I set that transition in motion. Eventually, I joined the Rosewood Miramar Beach Resort in Montecito, where I officially stepped into my first front-of-house role. I spent two years refining my skills in guest relations before returning to Four Seasons at the Beverly Wilshire. After that, I had a brief tenure as Director of VIP Services at Caruso, LLC, the company behind The Grove in Los Angeles, one of the city’s most iconic shopping centers in the country. Through this role, I was able to again oversee Caruso VIPs at the Rosewood Miramar Beach Resort in Montecito, which is part of their portfolio. I oversaw VIP experiences at both the shopping centers and the resort.

“Success in hospitality comes from evolving continuously, embracing guest diversity and creating personalized experiences. Building strong teams and open communication are key to fostering loyalty and delivering meaningful, memorable guest connections”

While I appreciated the opportunity, I missed the rhythm and spirit of a full hotel life. This ultimately led me to join Proper Hospitality, a fast-growing brand expanding across the U.S. What drew me in was the chance to help shape something from the ground up by laying the foundation for a strong guest experience culture that fosters loyalty, emotional connection, and long-term brand growth.

Advancing Guest Experience: Milestones at Proper

During my time at Santa Monica Proper, two accomplishments stand out. The first was helping to build the foundational structure needed for a strong guest experience culture. This included assembling the right teams and establishing clear communication channels across the property. I introduced daily touchpoints such as a complete revamp of our leadership morning meetings to make sure all departments were aligned, informed, and prepared. Regular communication with each department head fostered a more cohesive and proactive approach to guest service.

My second and proudest achievement is the creation of our official VIP program, which we call Friends of Proper (FOP). This initiative brought a formal structure to the guest experience from arrival to departure, defining a new standard of hospitality.

When I joined Proper, the process for recognizing our VIPs and providing amenities was informal and inconsistent. I saw a clear opportunity to elevate the guest experience. I collaborated with our Executive Chef Sonnie Gomez and General Manager Armando Campos to develop a comprehensive program that not only standardized our sequence of service but also transformed our approach to welcome amenities. We moved from generic offerings to thoughtful, personalized gestures that truly celebrate our guests.

This program has allowed us to better recognize and celebrate loyal Proper visitors, Marriott Bonvoy members, and guests celebrating special occasions. The FOP program has not only enhanced our ability to anticipate our guests’ needs but has solidified our reputation for delivering a truly personalized and memorable stay.

As a result, we began to see noticeable improvements in guest feedback, not only through direct interactions but also across third-party platforms like Google, Yelp, Expedia, Booking.com, and our own post-stay surveys. Collecting feedback allowed us to identify trends and recurring issues for improvement while also highlighting positive comments to replicate success across departments.

Proper has carved out a distinct position in casual luxury, something few hotels have achieved. From the design elements specifically curated by Kelly Wearstler that greet guests at the entrance, to the thoughtful details in each room, everything feels intentional. It is a brand that is redefining the experience, and I am proud to be part of it.

Breaking Barriers: How Embracing Change Drives Guest Experience Excellence

One of the biggest challenges we face is shifting the mindset at the senior level by fostering openness to change and continuous evolution. Often, we encounter questions such as, “If something is working, why change it?” Yet hospitality is constantly evolving, and we must evolve with it. I see it as a personal challenge to push for change and innovation, even when things are going well.

Maintaining a flexible and forward-thinking mindset is essential to staying relevant and building lasting guest loyalty. This involves paying attention to emerging trends, understanding what guests share on social media, and recognizing what excites them now. If we are not adapting to these shifts, competitors will. Today, reinvention is not just a strategy; it is a necessity in hospitality.

Having faced these challenges firsthand, my advice to emerging leaders is to remain adaptable and open to evolution. To succeed in guest experience, they must embrace change. Without that mindset, growth becomes difficult. Adaptability is the key.

Every guest is different, and each situation requires a unique approach. What works for one guest may not work for another. A restaurant one person enjoyed may not appeal to the next. An amenity or room preference that delighted one traveller might not impress another. This makes it essential to stay open-minded, listen actively, and remain receptive to all feedback. Success comes from continuously evolving to meet the needs and expectations of each guest, helping them create experiences that feel personal and meaningful.