From Belgium to InterContinental New York Barclay: Sofia Vandaele on Grit, Growth and Leading with Heart

Sofia Vandaele did not just grow up around hospitality. She grew up in it. Her first steps were taken in her parents’ banquet hall and restaurant in Belgium, where she saw service up close: the teamwork, the pressure, the personalities, and the pride that comes from getting it right. Decades later, that same energy still drives her, only now the stage is a little bigger. Today, Vandaele is General Manager of InterContinental New York Barclay and Regional Director of Operations for IHG Luxury & Lifestyle in New York, overseeing one of the city’s most storied hotels as it heads toward its centennial.

In this Herstory, Vandaele reflects on the path that took her from Belgium to one of New York’s landmark hotels, the career moves that sharpened her, and what the city has taught her about leadership. She also talks candidly about wellbeing, self-advocacy, managing across generations, and the four-legged colleague who keeps her grounded: Bowie, her dog and unofficial Barclay ambassador.

You grew up in hospitality. Was this always the industry for you?

Pretty much. I always say I grew up in hospitality because I truly did. My first steps were taken in my parents’ banquet hall and restaurant, so I saw service up close from the very beginning: the teamwork, the pressure, the personalities, and the pride that comes with getting it right.

What still inspires me today is much the same. At its core, hospitality is about people: our guests, our colleagues, and our stakeholders. That has always been the part of the business that has stayed with me.

You launched your career in Belgium and went on to work in London, Paris and New York. What were the key chapters in that journey, and how did they shape you as a leader?

There have been many chapters. I started very operationally, boots on the ground, at the front desk, in the kitchen, and in service, but I moved quite quickly into sales and marketing. From there, I already sensed that general management was probably the jacket that would fit me well.

There was not one defining moment. It was a series of opportunities, people, and experiences that shaped me over time. The path has been rewarding, but also challenging, and both matter. Every city and every role taught me something.

Was becoming a General Manager always the goal, and what did that path actually look like behind the scenes?

Not at first, but it became a very natural progression. I remember telling my father I wanted to go to hotel school, and he encouraged me to think bigger and do the managerial degree as well. Once I joined Sheraton Brussels in the sales department, I knew international hospitality was the right fit for me. I could see the path starting to form.

Behind the scenes, though, it was rarely linear. I moved from Brussels to London as a single woman, then had the opportunity to move from London to New York without really knowing the market. I arrived around the financial crisis, worked through hurricanes, and later moved back to Europe to lead Hilton Paris Opera through a reopening, repositioning, and renovation.

One pivotal moment was working for Blackstone when they owned The London NYC. That experience pushed me beyond the framework of a brand and taught me to think like a businesswoman, not just a hotelier. It made me more seasoned, more commercial, and more confident. Looking back, my story is really one of inspiring people, inspiring roles, and moments that kept pushing me forward.

What has New York taught you about hospitality leadership?

New York has made me a sharper businesswoman. It strengthened my commercial mindset, reinforced the value of adaptability, and reminded me how energizing this industry can be.

I love the diversity of the city, both in the workforce and among our guests. You might welcome someone as a business traveler one week and see them back with their family the next, and building those relationships across different moments is incredibly rewarding.

There is also an entrepreneurial spirit here that constantly pushes you to grow. It can be intense, but that energy is part of what makes New York such a compelling place to lead.

How would you describe the New York hotel market right now?

Strong, but demanding. There is a lot of energy in the city and a lot to be excited about, but New York always keeps you on your toes. Costs have risen much faster than parts of the post-COVID revenue recovery, so hotel leaders need to stay nimble. You have to keep asking: where should we spend, what will really improve the guest experience, what supports the colleague experience, and what actually matters?

New York is also one of those markets that feels macroeconomic shifts quickly. It gets hit first and hard, but it also tends to recover fast. That complexity is part of what makes it such an interesting place to operate.

What trends are you seeing among luxury guests right now?

Personalization is no longer a nice-to-have. It is expected, especially in the luxury space. Guests want individualized, anticipatory service, and they want it to feel seamless.

One quote I still go back to is from Matthew Upchurch of Virtuoso: automate the predictable so you can humanize the exceptional. I think that says it perfectly. Technology should help us optimize processes and free up time, but not at the expense of the human touch. For me, the luxury of time cuts both ways. It is about freeing up time for our teams to create memorable experiences, while also adapting to whether a guest has plenty of time or very little.

How would you describe your leadership style today?

I have stayed true to my values. Over the years, my intuition and self-awareness have evolved, but I am still a very open, genuinely caring person who is also firm and has high expectations.

I am honest and direct. My team knows where they stand with me. At the same time, I am very true to my Belgian roots. Belgium is known for compromise and collaboration, and those qualities are very much part of how I lead. For me, genuine connection is everything: with guests, colleagues, and stakeholders. I always say: listen, learn, then lead, in that order.

As women, we are socialized to work hard but not always taught to promote our own achievements. How important has self-advocacy been in your own career?

Self-advocacy is so important. Belgians in particular are sometimes known for being too humble and not tooting their own horn enough, so when I work with Belgian hotel schools and colleges, I always encourage students to know the value they bring to the table and be clear about it.

If you bring it in the right way and deliver the results, then you will have a voice at the table. It is about finding your self-confidence, building strong relationships, and making your ideas and achievements visible. But the results do still have to be there. If you do not deliver, nothing else matters.

What advice would you give women coming up in hospitality today?

Hard work still matters. Do not be fooled on that. But alongside hard work, you also need to embrace change and show adaptability. Otherwise, you risk getting sidelined by being too fixed in your own ways.

I always tell young people to dare to jump and say yes to opportunities. Sometimes they need a little push. I often say, I will throw you in the deep end of the pool, but I will be on the sideline with a buoy. You are not going to drown. You can do this.

I also believe strongly in investing in young professionals. It is my way of giving back and helping shape the future of the industry. And one piece of advice from a mentor has stayed with me for years: take care of the people on your way up. You never know who you are going to meet on your way down.

Hertelier’s recent leadership survey with Forbes Travel Guide found that many women are no longer willing to treat endurance as a career strategy. Did that resonate with you?

Very much. Dedication and hard work will always be part of the DNA of hospitality. The hours can be antisocial, the days can be long, and the demands are very real. That will not disappear.

But wellbeing and personal sustainability now have to be part of the conversation too, and rightly so. During COVID, I became very, very sick, and that experience made me realize that if my physical and mental health are not where they need to be, I cannot be at my professional best. I probably neglected that for too long earlier in my career.

That has made me much more of an advocate for wellbeing, both for myself and for my teams. Leaders need to create an environment where wellbeing has real space, because this is a marathon, not a sprint.

How are expectations changing across generations in the workplace?

They are not going to stop changing, so leaders need to stay flexible. What has changed most is the speed and volume of information. Everything is more instant now, and that affects how people expect to work, communicate, and be managed.

As leaders, we need to recognize that communication and motivation styles may shift from one team to another and from one generation to another. Clear expectations still matter. Feedback should flow both ways. But younger professionals also want more transparency, more regular feedback, and a clearer sense of purpose. If leaders are open to those differences, they can become real strengths within a team.

Sofia Vandaele and Emily Goldfischer in the lobby of the InterContinental New York Barclay

What do you do to switch off?

I love being out and about in New York, but I also need to leave the city every so often so I can come back with fresh energy. Dining out is always high on the agenda, and since COVID I have become much more disciplined about wellness. Pilates twice a week is non-negotiable for me. It is in the calendar and I do not move it.

I also love long walks and small wellness rituals, and then of course there is Bowie, my dog, who may have been one of my best decisions ever. He gets me outside rain or shine, keeps me grounded, and comes to the office every day. He even helps build guest connections. Honestly, Bowie may be my secret weapon.