With over three decades of experience in the tourism industry and a bold pivot into hospitality during one of the sector’s most challenging moments, Gabriel Modarelli has emerged as a standout leader in South America’s hotel scene. As the General Manager of Novotel Viña del Mar in Chile, Modarelli is steering the hotel into a new era—one defined by adaptability, innovation, and heartfelt service.
From Tourism Trailblazer to Hospitality Leader
Gabriel’s professional journey spans 34 years, rooted in a deep passion for service, attention to detail, and crafting memorable guest experiences. His career began in tourism, where he honed his skills in customer engagement and management. “From the start, I knew this was more than a job—it was a calling,” he reflects.
The pandemic marked a turning point. “It pushed me to step out of my comfort zone and pursue something I’d always been curious about: the hotel industry,” Gabriel says. That decision led him to Accor, first with ibis Puerto Montt, and later to the opening and transformation of Novotel Puerto Montt. Today, he leads Novotel Viña del Mar with gratitude and a renewed sense of purpose.
Why Novotel?
For Gabriel, Novotel offered more than a professional opportunity—it provided a new vision. “Novotel opened doors and confirmed that this is the path I want to walk,” he shares. The brand’s commitment to innovation, sustainability, and people aligns seamlessly with his leadership philosophy.
A Leadership Style Centered on Empathy and Growth
Gabriel’s leadership has evolved from hands-on operational management to a more strategic, people-focused approach. “My style today is collaborative and empathetic. I believe in empowering teams and building an environment where people feel safe to innovate and grow,” he explains.
His experience across diverse markets like Argentina and Chile has shaped his inclusive and culturally adaptive style. “When your team feels supported, engaged, and trusted, great things happen.”
Balancing Business and Guest Satisfaction
To Gabriel, financial success and customer satisfaction are two sides of the same coin. “Exceptional service drives strong business results,” he states. He leverages key performance metrics like RevPAR, ADR, and NPS, combining data-driven strategy with personalized guest experiences to optimize both profitability and satisfaction.
Motivating Teams Through Clarity and Calm
In high-pressure environments, Gabriel leads with presence and clarity. “Being there for your team, especially during challenging times, is essential. Clear communication and calm leadership build trust and cohesion,” he says. Daily recognition, autonomy, and genuine appreciation are key elements of his motivational playbook.
Driving Innovation from the Ground Up
At Novotel Viña del Mar, Gabriel cultivates a culture of continuous improvement by inviting input from all levels of the organization. “The best ideas often come from those closest to the operations,” he notes. He fosters an atmosphere where innovation is encouraged and mistakes are seen as opportunities to learn.
Anticipating the Future of Hospitality
Gabriel sees digital transformation, sustainability, and personalization as defining trends for the next five years. Under his leadership, Novotel is embracing smart technology to enhance guest experiences, implementing eco-conscious practices, and creating tailored offerings that resonate with modern travelers.
“We’re not just reacting to change—we’re preparing for it. Continuous training and a forward-thinking mindset are part of our DNA,” he says.
Sustainability as a Core Commitment
“Sustainability isn’t a trend—it’s a duty,” Gabriel emphasizes. From reducing plastic use and conserving energy to partnering with responsible local suppliers, Novotel Viña del Mar is setting a new standard for eco-friendly hospitality. Guest engagement is also key, with initiatives that promote shared responsibility for the environment.
Tech-Forward, Human-Centered
While technology plays an increasingly central role in hotel operations, Gabriel is careful to maintain the human connection. Tools like automated revenue management systems and the Virtual Concierge are enhancing efficiency and guest autonomy without losing the personal touch. “Technology should serve people, not replace them,” he insists.
A Vision for the Future
Gabriel envisions Novotel Viña del Mar as a benchmark for modern, sustainable hospitality in Latin America. “We want guests to choose us not just for comfort or location, but because our values reflect theirs,” he says. His strategy centers around smart digitalization, genuine sustainability, and deeply personalized service.
Unlocking Growth Opportunities
Looking ahead, Gabriel identifies three key growth areas: the rise of “bleisure” travel, expansion into emerging markets, and the increasing demand for eco-conscious experiences. “We’re adapting our spaces for the hybrid traveler, targeting new middle-class markets, and making sustainability a pillar of our value proposition,” he explains.
Leading Through Change
For Gabriel, modern hospitality leadership is about guiding transformation while staying grounded. “Leadership today is about connecting people, purpose, and technology. It’s about inspiring your team and staying close to the guest,” he says.
Words for Aspiring Hospitality Leaders
Gabriel’s advice to the next generation? “Lead with your feet on the ground. Stay curious, stay humble, and never stop learning. Real leadership is about being present, listening deeply, and inspiring others through action.”
