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The Ritz-Carlton Bal Harbour, Miami GM Eugenia Dwyer: Leadership Lessons, Art Basel, and Culture-Driven Luxury Travel
- Emily Goldfischer
- 4 hours ago
- 6 min read
From Buenos Aires to Bal Harbour, Eugenia Dwyer has built a leadership philosophy grounded in culture, community, and connection.
There’s a special kind of magic when a hotel general manager thinks like a cultural curator as much as an operator. For Eugenia Dwyer, that instinct began early. She grew up in Buenos Aires’ theater district, where hospitality and performance were not separate worlds—they were two sides of the same stage. One half of her family worked in hotels, the other in theaters. Her memories are of chandeliers, gala banquets, multilingual conversations, and the way people arrived as strangers and left as part of a story.
At 18, she moved to New York City with no intention of entering hotels. A friend asked her to temporarily cover an assistant role to a general manager while she traveled. Eugenia helped plan the hotel’s 100-year anniversary celebration—and never looked back. That one favor launched a 30-year career across some of hospitality’s most storied brands: Westin, W, Waldorf Astoria, Kimpton, Eden Roc & Nobu, and ultimately The Ritz-Carlton.
Today, she leads The Ritz-Carlton Bal Harbour, an intimate oceanfront retreat of 108 rooms and suites perched at the northern tip of Miami Beach. Bal Harbour has evolved into one of Miami’s most coveted enclaves—known for serenity, privacy, and the iconic Bal Harbour Shops, an alfresco luxury fashion destination layered with art, dining, and design. It’s the Miami insiders choose: elegant, low-key, and quietly exclusive.
As Art Basel brings an influx of UHNWIs, collectors, and global tastemakers to the city, the hotel presents Aqueous, an installation by American artist Christopher Martin. His reverse-layered acrylic works—created through pigment, water, and controlled evaporation—reflect the ebb and flow of the coastline and greet guests as they move through the resort. It’s a subtle nod to one of the emerging trends in luxury travel: culture-driven itineraries, where travelers aren’t just booking away—they’re booking toward meaning.
We sat down with Eugenia to talk about her path, her leadership style, how she builds culture within her team, and why art-focused hospitality resonates so deeply with the luxury traveler today.
You grew up in Buenos Aires, with family in both hotels and theater. What was your childhood like, and how did hospitality first capture your imagination?
I grew up right in the city center—where all the theaters are. One part of my family worked in hotels, the other in theaters. That combination shaped my view of hospitality from a very young age. I remember visiting my grandfather in the hotel lobby—chandeliers, banquets, different languages, the sense of occasion. Hotels felt like villages to me. Everyone had a purpose, everyone was part of a show.
But I also understood how demanding it was: long hours, weekends, late nights. So I didn’t choose hospitality. Hospitality chose me. I moved to New York at 18 and a friend asked me to substitute for her at a hotel so she wouldn’t lose her job while she traveled. I helped plan a centennial celebration—thousands of invitations, event logistics—and I fell in love with the industry. I never worked outside hotels again.
From that entry-level role to leading major brands, what were some of the pivotal steps?
The Westin Times Square gave me my first big platform. Nearly 900 rooms, very busy, and I ran Service Express. It taught me how to understand guest rhythm and how to solve problems quickly.
Then the Waldorf Astoria, which was transformational. It was the old property—1,400 rooms, about 400 resident employees, and every detail had a story. Wide doors for gowns, old-world rituals, safety protocols. It was like working inside living history.
At W Hotels, both in Times Square and opening W Hoboken, I learned something invaluable: how to build from scratch. Opening a hotel forces you to establish culture, systems, and guest journey—before you ever serve your first guest. That prepared me for my first GM role in 2012 in the Upper West Side, which felt like everything I had worked toward becoming real.
How did you develop the skills you needed to continue moving up?
By being humble and curious. I’ve never met a perfect leader. But I’ve worked with leaders who excelled in specific areas—employee relations, finance, brand, and owner relations. I learned from every one of them.
You have to be comfortable saying, “I don’t understand this—walk me through it.” Women sometimes hesitate because we think we should already know. Asking questions has helped me tremendously. And continued education—classes, books, events—keeps you grounded in a fast-evolving industry. The moment you think you know everything, the industry changes.
Your move from Manhattan to Key West must have been a shock. What did that experience teach you about leading people?
It humbled me. We opened four hotels at once, and there was essentially no unemployment. We had to hire hearts, not résumés. If someone had hospitality in them, we could teach everything else.
We offered flexible schedules, rotating shifts, two- and three-day workweeks. We invested in workforce housing and transportation. I became deeply involved in the community—tourism board, lodging association, and charity efforts. People don’t choose to work for you because you’re the only option. They choose you because they trust your leadership and know you care about their lives. That lesson never leaves you.
Then came Miami and Eden Roc & Nobu during the pandemic. How did that period change your approach as a GM?
It was intense. We went from zero to full demand with almost no staff. People were afraid or sick. We couldn’t hire fast enough. We reduced occupancy, closed outlets, and changed how we delivered services. And we asked a question hotels rarely ask: Does this process matter?
We stripped away old habits that didn’t serve our guests. We looked for efficiencies. We simplified. That mindset—question everything, evaluate, adapt—is something I still use today.
You’ve now been at The Ritz-Carlton Bal Harbour, Miami for three years. What makes it feel so different from the rest of Miami Beach?
It feels like a return to hospitality’s essence and creating personal connections. The brand aligns with the values I grew up with: treating guests like people you already know.
The property is intentionally intimate. We’re at the very tip of Miami Beach, overlooking the inlet. You see dolphins, manatees, and boats. Each elevator landing has two doors, a suite and a guest room. It feels private and residential. Guests exhale the moment they arrive. They feel safe, calm, and seen.
This year, the hotel is presenting Aqueous, part of Art Basel programming. Why does this style of art experience resonate?
Because it reflects who our guests are. Christopher Martin’s process is very organic...water, pigment, acrylic, heat. The layers settle like currents. The pieces look like the ocean just outside the window. They don’t shout; they invite you in.
People who come to Bal Harbour, especially during Art Basel, don’t want spectacle. They want intimacy. They want to meet the artist, hear his process, and discover something they weren’t expecting. They want meaning. The art becomes part of the memory they take home.
What advice would you give young women, especially those from multicultural backgrounds, about leading in hospitality?
Embrace your background. Argentina, New York, Key West, Miami—each place shaped how I lead. Every culture teaches you something valuable.
Be clear about your ambitions. Say them out loud. Ask questions. And stay curious. Go to exhibitions, read, travel, and talk to people outside your world. Luxury hospitality isn’t just operations anymore…it’s interpretation. Your job is to help people feel seen.
Quickfire with Eugenia Dwyer
Your morning self-care ritual: Twenty minutes of intentional movement—yoga, Peloton, stretching, or bodyweight work. It centers me and sets the tone for the day.
A leadership lesson you learned the hard way: Understand the people you work with—their values, priorities, and style. Misalignment early creates friction later.
Your go-to lobby drink or room service order: A perfectly brewed cup of tea. There's something grounding about that ritual, whether I'm unwinding after a long day or starting my morning in a new city.
Best career advice you've ever received: You catch more flies with honey than vinegar. Kindness and collaboration outperform force every time.
Worst career advice you ever took: Anything that didn’t align with my values. I’ve learned to thank the person graciously and trust my instincts.
A quality you instantly spot in rising talent: Self-awareness. It’s the foundation of emotional intelligence and resilience, and it elevates the people around you.
An artist, designer, or creative you're loving right now: Laura Betti, whose stunning freehand typography is featured in our lobby as part of Christopher Martin's "Aqueous" installation for Art Basel. Her work beautifully complements the fluidity and elegance of our coastal setting at The Ritz-Carlton Bal Harbour, Miami.
Your best travel hack: Packing cubes have transformed our family travel. They keep everyone's belongings organized and separate, minimizing chaos.
A book, podcast, or show you recommend to every woman in hospitality: It's Not a Glass Ceiling, It's a Sticky Floor by Rebecca Shambaugh. The reframe is powerful. It shifts the conversation from external barriers to internal beliefs and behaviors we can actually control.