The AHA award wins capped off a massive year of growth for Tilley & Wills, and Saskia’s approach to people and culture is a big part of that momentum. In our chat, she broke down what modern leadership actually looks like in hospitality today, and why connection beats old-school hierarchy every time.
How do you define leadership, and how has that definition evolved throughout your career in hospitality?
For me, leadership in hospitality is about being approachable, authentic, and human. It’s not about standing above your team it’s about standing beside them. True leadership means creating an environment where people feel supported enough to grow, safe enough to make mistakes, and confident enough to come to you when they do.
In my earlier years, I thought leadership was about having all the answers being unshakeable, untouchable, “superhuman.” But over time I’ve learned that the strongest leaders are the ones who can admit when they’re still learning too. When your team sees that you’re human, it gives them permission to be human as well and that’s where real growth happens.
Mistakes are how we learn. I’ve made plenty of them, and I encourage my team to see them as opportunities, not failures. We talk through them, we learn, we move forward together. Because that’s what hospitality is about: teamwork, trust, and shared purpose.
My definition of leadership has evolved from control to connection. It’s about being a steady hand when things get chaotic, a sounding board when people need guidance, and a reminder that we’re all in this for the same reason to create incredible experiences for others while taking care of each other behind the scenes.
What were some of the most significant challenges you faced on your path to leadership, and how did you overcome them?
One of the biggest challenges on my path to leadership was learning to truly trust myself. In this industry, it’s easy to fall into the habit of people pleasing or constantly proving your worth. Early in my career, I’d second-guess every decision, worried about getting it wrong. But over time I realised that leadership isn’t about being perfect it’s about backing yourself, learning from the moments you get it wrong, and having the courage to grow through them.
Vulnerability has also been a huge part of that journey. For a long time, hospitality culture taught us to put on a brave face to stay composed no matter what was happening behind the scenes. I’ve learned that showing your human side is what builds trust and connection. When your team sees that you make mistakes too, it gives them permission to take risks, to learn, and to keep showing up even when things don’t go perfectly.
Another challenge has been gently breaking some of the old school mindsets that have existed in this industry for decades the “toughen up, keep your head down, don’t show weakness” mentality. I’ve made it my mission to help shift that culture. Leadership, to me, is about creating spaces where people feel supported, respected, and safe to be themselves not just a cog in the machine.
Every challenge I’ve faced has shaped the kind of leader I am today: one who leads with empathy, sets high standards but human expectations, and believes that real strength lies in connection, not control.
“Leadership should never make people feel small. It should make them feel capable, safe, and inspired. I wanted to create the kind of culture where people are encouraged to learn, make mistakes, and grow without fear of judgment.”
Can you share a pivotal moment or decision in your career that significantly influenced your leadership journey?
A real turning point in my career came when I worked under a leader who represented everything I didn’t want to become. It was that old-school, fear driven approach where people were too scared to make mistakes, too nervous to speak up, and where perfection was expected but support was lacking. I remember thinking, if I ever get the chance to lead people, I’ll do it differently.
That experience shaped me more than I realised at the time. It taught me that leadership should never make people feel small. It should make them feel capable, safe, and inspired. I wanted to create the kind of culture where people are encouraged to learn, make mistakes, and grow without fear of judgment because that’s where true confidence and innovation come from.
Sometimes it takes one person to remind you of what you’re truly capable of. While I had worked in group roles earlier in my career, there was something monumental about being encouraged to take on a group leadership role at Tilley & Wills. I remember second-guessing myself, wondering if I was ready but David Thompson recognised something in me that I hadn’t realised was there yet. That belief was a defining moment. It challenged me to step up, trust myself, and truly redefine what leadership looked like for me.
That combination seeing the kind of leader I didn’t want to be and then being guided by someone who believed in the kind of leader I could and wanted to be completely reshaped my journey. It’s why I lead the way I do today: with empathy, approachability, and a focus on helping others rise rather than making them afraid to fall.
How do you foster inclusive and empowering environments for your teams, especially in an industry known for its fast pace and high pressure?
Hospitality moves fast it’s full of pressure, personality, and constant change. But no matter how busy it gets, I never want anyone on my team to feel like they’re just part of the machine. For me, leadership is about creating a space where people feel safe, supported, and valued as individuals.
Fostering inclusivity starts with being approachable. I make a point of checking in, not just about the work, but about how people are feeling. I want my team to know that they can come to me with ideas, feedback, or even mistakes without fear of judgment. We’re all learning, and I try to lead by showing that I’m learning too. When your team sees you owning your own mistakes, it gives them the freedom to take risks and grow.
With the events team, I put a lot of focus on empowerment and trust. They know I have their back, but I also encourage them to take the reins and make decisions. Watching them find their confidence, problem solve under pressure, and deliver incredible results is honestly one of the most rewarding parts of what I do.
Mentoring has become a huge part of my role as well. I love helping new coordinators and the team find their rhythm, guiding them not just in the logistics, but in how to carry themselves, build relationships, and lead with kindness. My goal is to help them build both skill and self-belief.
At the end of the day, inclusion and empowerment come down to culture. If people feel respected, trusted, and seen they’ll not only perform, they’ll thrive. And when your team thrives, your guests feel it too. That’s when the magic happens.
What advice would you give to young people aspiring to leadership roles in hospitality today?
My biggest piece of advice is to never forget why you started. Hospitality is an industry built on people and if you can learn to understand, support, and genuinely care for them, you’ll already be ahead of the game. This career will challenge you, stretch you, and teach you lessons you never expected but it will also reward you with purpose, pride, and connection like nothing else.
Don’t rush the journey. Every shift, every section, every role teaches you something you’ll need later. The best leaders I know (and have personally drawn upon) the ones who earn respect, not demand it have done the hard yards, listened deeply, and stayed humble enough to keep learning.
You’ll make mistakes we all do but that’s where the real lessons are. What defines you isn’t perfection, it’s how you respond when things don’t go to plan. Own it, learn from it, and move forward with grace.
And most importantly, lead with heart. Be the person who makes others feel capable, valued, and seen. Leadership isn’t about being the loudest voice in the room it’s about being the one who lifts others up, even when no one’s watching.
At the end of the day, hospitality is about people. Remember why you fell in love with it that spark you felt the first time you created an incredible experience for someone. Hold onto that. Because if you can lead with the same passion you started with, you won’t just build a career you’ll build a legacy.
If there’s one thing I’ve learned, it’s that leadership isn’t a destination it’s a practice. It’s about showing up every day for your people, for your guests, and for yourself. And when you do it with love, authenticity, and purpose that’s when you create something that lasts far beyond the shift.
