Inspiring Leadership with Dubai's Award Winning Manager, Lora Gregorio

Many of our featured hospitality personalities discovered their calling to pursue the industry in their mid teens. Like our latest interviewee, Miss Marie Loreles Gregorio, who, while starting her career in customer service at the ripe young age of 16, knew that her passion lay in Hospitality.

Lora was lured by the intricacies of customer service. As she later on shares her desire to uncover “ how a single experience could make someone feel valued, cared for, and completely at ease.”

That simple burst of curiosity had led her to craft memorable moments for her guests wherever she worked, beginning with airline companies in Manila, a Hilton Hotel in the United Kingdom, to top restaurants and hotels in the UAE, where she was awarded The Caterer Middle East Restaurant Manager of the Year in 2016.

As a platform that aims to celebrate passionate and dedicated hospitality personalities, Discovering Hospitality has reached out to Lora and invited her to share her story and insights on her lustrous path, including her current leadership role as Restaurant General Manager of SO/Uptown Hotel in Dubai.

1. What is your work history?

SO/Uptown Hotel is my 5th pre-opening property in the UAE. I opened the signature restaurant of the hotel, called Pan Asian. Currently, I am also managing the hotel’s mixology bar and its night venue.

Before that, I was the Assistant General Manager, pre-opening team, for a fine dining Italian restaurant in Dubai Opera, called Belcanto Restaurant.

I worked with Emaar Properties for 11 years, wherein I was assigned to four of their hotels, including two pre-opening properties. During my tenure there, I won a huge recognition as "Restaurant Manager of the Year" at the Hotelier Middle East Awards in 2016.

In my earlier years,  I worked  at the Grand Hyatt Hotel, Shangri-la and Hilton Hotels in different parts of the UAE. I was also in the UK for a year, working at Hilton Paddington.

2. What inspired you to pursue a career in hospitality, and what keeps you passionate about it every day?

From the day I started in customer service (I was 16 years old), I knew I had a passion for the hospitality industry and would pursue it in my career. I was drawn to the energy of hospitality, the way a single experience could make someone feel valued, cared for, and completely at ease.

What started as curiosity, quickly grew into a passion for creating memorable moments, whether through service, ambiance, or connection

What keeps me inspired every day is the dynamic nature of this industry, no two days are the same. New cases and situations always provide an opportunity to exceed expectations, innovate, and lead with the heart. Seeing a guest leave with a smile, or mentoring someone on my team to reach their potential, reminds me why I chose this path.  It is very rewarding.

3. If your career were a dish, what would it be and why?

This question required some thought, but if my career was a dish, it would be a perfectly balanced “Tasting Menu” — layered, diverse, and always evolving with time. Each course represents a chapter: Some parts are bold and spicy, others refined and subtle, (I like the sweet and sour) but together they tell a full story. Like a great dish, it takes preparation, patience, and passion—and when it all comes together, it creates something memorable for others to enjoy.

Lora Gregorio with her colleagues at SO/Uptown Hotel's mixology bar

4. What’s the most unusual or surprising lesson you have learned from working in restaurants?

One of the most surprising lessons I’ve learned is that vulnerability can be a strength in leadership. Every single day, I learn from my superiors, colleagues, team and through this learning, I thrive continuously.  In restaurants, things go wrong all the time—dishes fall flat, guests have bad days, the team gets overwhelmed and many other situations.  I always remind myself that by being honest, asking for help, and showing empathy creates a stronger, more resilient team. It’s not about being perfect and being right all the time but it’s about being present, adaptable, and real.

5. Do you have a “guilty pleasure” food that you would secretly love but never put on the menu?

If I had to be brutally honest; I have two things. “pork” and “nachos”.

6. If your restaurant had a personality, how would you describe it – bold, elegant, playful or something else?

If my restaurant had a personality, I would always think of it as a warm place, with a good story to tell. Like that friend who always remembers your favorite drink, tells the best stories, and makes everyone feel like they belong. It’s a little bold, but certainly sincere and always genuine. We take what we do seriously, but never take ourselves too seriously.

7. Can you share a memorable or funny guest experience that made you think “only in Dubai!”?

One story I can remember, that made me think “this can only happen in Dubai”, was a heartfelt one. It combines with the culture of being generous, especially during the holy month of Ramadan.  A local guest who had just finished his iftar dinner, went to the Manager and politely offered to pay several tables of some students as a gift.

Another story, I can remember, was in a hotel. A local Emirati arrived in a Lamborghini to pick up his wife. While waiting at the lobby, he ordered a bottle of water, took selfies of each corner of the entrance, the hotel reception area, and the signage of the hotel. He didn’t actually drink the water, but gave tips to the valet and concierge.

8. What’s the “secret ingredient” to managing a successful restaurant?​

With my current role as a Restaurant General Manager, it takes a lot of hard work, effort, time and dedication. One of the secret ingredients is PEOPLE. You can have the best menu and a stunning space, but without a team that feels seen, supported, and inspired, it doesn’t work. Investing in your people, not just as staff but as individuals, is what creates consistency, care, and culture. That’s what guests feel when they walk in.

Another one is understanding the GUEST.  It’s empathy. Knowing what a guest needs before they ask, reading the room, and being able to create an experience that feels personal every time, somehow you create magic. Everything else flows from that: the service, the food, the atmosphere. It all starts with truly understanding the guest.

Then comes LEADERSHIP.  I have been described by an ex Hotel Manager as “a leader with a heart”. Consistency with the heart-felt leadership is important. Systems and standards keep a restaurant running, but passion is what makes it memorable. The challenge is showing up everyday to deliver excellence, while staying emotionally invested. When you find that balance, your team thrives, and your guests feel it.  When the team is happy, they will do everything that the guests and I require perfectly.

9. When you walk into the dining room, what’s the first thing you notice?

The entrance and its surroundings. I have to make sure the venue is ready to attract and accept guests. Making sure we follow through with those initial attractions is important too.

10. Being a GM means wearing many hats.  How do you turn challenges into opportunities for growth?

As a Restaurant GM, wearing many hats is part of the daily routine, whether it’s managing the team, handling guest concerns, admin tasks, follow-ups or fine-tuning operations. I take challenges as opportunities to grow by trying to stay calm, assess, analyze the situation, and by involving my team in finding solutions. Every challenge is a chance to learn something new, whether it’s about people, processes, or leadership. By embracing these moments and taking them with open arms, it will help create a culture of resilience and continuous improvement, which ultimately strengthens the entire restaurant.

11. What leadership philosophy guides you when managing both your team and guest experience?

My leadership philosophy is something I took from a previous mentor: SKILLS, INTEGRITY and KNOWLEDGE. These few recipes amongst many are vital.  Lead with empathy, act with integrity, and stay grounded in service. I believe that how you treat your team directly shapes how they treat your guests. When people feel respected, heard, and empowered, they take pride in what they do, that energy carries through every interaction. I don’t believe in managing from a distance. I lead by being present, listening actively, and setting a consistent standard of care, whether it’s for our guests or the team behind the scenes. “Walk the Talk” is also something I always remind myself and do.  For me, I also strongly believe that leadership isn’t only about being in control, it’s about trust and consistency. If your team feels safe to grow, take initiative, and be themselves, the guest experience naturally becomes more genuine and memorable.

12. Restaurants are built on teamwork.  How do you create a culture where every team member feels valued?

I love this question because my Team and I are bonded by food treats, both the service and the culinary team.  However, creating a culture where every team member feels valued starts with genuine respect. I make it a priority to listen, give credit where it’s due, and involve the team in decision-making when possible. Recognition doesn’t always have to be formal. Sometimes, it’s just taking a moment during a busy shift to say, ‘I saw what you did, and it made a difference”, recognition during staff briefings, recognition in chat messages.  I also believe in investing in growth, whether it’s training and mentorship.  When people feel like they matter, they give their best. That’s when the magic happens on the floor and you will see results, no matter the situation.

13. Can you share a story of how you’ve mentored someone who grew into a leadership role themselves?

One of the most rewarding parts of this role is watching someone grow into their full potential. I don’t have to look very far, as I am currently mentoring 3 of my leaders to become ready for the next step. They started as quiet individuals, but incredibly observant and consistent. I saw their leadership potential, so I began giving them small responsibilities: leading pre-shift briefings, shadowing me during manager meetings, and gradually trusting them with team decisions, handling events, responding to correspondents, finance reports, etc. At first, they were hesitant, but with consistent feedback and support, they started growing in confidence. Today, they’re much more confident in running the operations with minimum supervision. Watching them lead with their own style, but knowing I helped lay the foundation, is one of the most fulfilling parts of my career.

14. Three words your team would describe you as a manager?

- Energetic

- Leading with a purpose

- Organized and always planning ahead

15. What legacy do you hope to leave, both for your restaurant and the people you’ve worked with?

More than anything, I hope my legacy is of inspiring people. I am a force of nature and I would like to impart this all throughout.  Working in this industry for 23 years (2003), I want to be remembered not just for running a great restaurant, but for creating an environment where people felt seen, supported, and inspired to grow. I always tell them “Walk with a purpose”.  Also, I always say “give it your best shot until your very last day”; once you fully understand this, then it comes naturally when it comes to service.  For the restaurant, I hope it’s remembered as a place that made people feel something where the food was memorable, the service was sincere, and the experience left a lasting impression. That kind of impact goes beyond any one shift or menu, it lives on in people.

16. And finally; what motivates you, personally, to keep striving for excellence every day?

Besides my family, what motivates me is the responsibility, accountability and privilege of creating meaningful experiences, both for our guests and our team. Hospitality is about connection, and every day is a new opportunity to make someone feel welcome, valued, or even inspired. I’m also driven by the people around me—my team, who show up with heart, and the guests who trust us with their time. Striving for excellence isn’t about being perfect. It’s about showing up fully ready, growing constantly, and never settling for ‘good enough’.

I’m motivated by the idea that every day is a chance to raise the standard, not just in service, but in how we treat people, how we lead, and how we grow. I’m always asking myself: how can we make it better in every situation, including when a guest sends us constructive feedback.   That mindset keeps me moving forward.”  I love these two mottos from work: “You can’t make diamonds without pressure” and “Grow through what you go through”.

Given Lora’s rewarding career history, she truly "walks the talk”, embodying her purpose daily as a heartfelt leader who delivers excellence and inspires others to always deliver the best of themselves a, ultimately generating impactful and memorable experiences for their guests.