Beyond the Glass Ceiling

Jeanette Bonet can be considered a revolutionary for women in the hospitality industry, accomplishing many “firsts” as a woman in her field. In 2005, Ms. Bonet became the first female general manager of hotel on Curaçao and at the same time, earned the title of first female general manager of an international hotel chain, the first and only all-inclusive resort of the island. In 2007, she became the first female president of the Curaçao Hospitality and Tourism Association (CHATA) where she campaigned passionately for her island.

TEXT HEATHER DE PAULO

Since 2011, Mrs. Bonet has been a member of the supervisory board of the Curacao Tourism Development Board that oversees the activities of the Curacao Tourist Board. Ms. Bonet has currently taken on the task of re-opening the Kura Hulanda Resorts to bring them back to their potential. If there’s anyone who can do it, she’s definitely the person – regardless of gender. Ms. Bonet took a few moments of her valuable time with Curaçao Business Magazine to reflect upon her life, discuss her goals and emphasize her passion for the island she loves.

Curacao Business Magazine (CBM): How did you get started in the hospitality business?
Jeanette Bonet (JB): I started working in the family business since I was small. My parents had a catering business, which continued on to be a restaurant. When I was in highschool, my mother worked at the Concorde Hotel and I worked part-time in the banquet department. My ambition at that time was actually to study in the medical sector. When I finished highschool, my idea was to leave the island to study. Since I was only 17 years old, my mother wasn’t very enthusiastic about me leaving, so she spoke with the general manager, Mario Venturini, at the Concorde Curaçao about giving me an opportunity. He called me in and asked me about my goals in life. He told me that he saw me working on the weekends at the hotel and that he thought I had the skills to work in the hospitality industry. At the time, there was no hospitality school on Curaçao. He suggested that I do management training with him for one year to learn what is entailed in working in the industry. During that year, I got to know all the departments of the hotel at all levels – from entry level, mid-level and even the supervisory/ management level. The administrative part was key for him; I had to read all of the literature for each department before I started training in that respective department. In the end, I felt in love with the industry. That year of learning really made a big difference in my decision to choose my current career path. The skills I learned then still help me today.

After that year was finished, Mr. Venturini asked if I would like to stay with the hotel to start my career and I accepted. At that time, he asked me what I envisioned my career path to be and I said, by my 40th birthday, I should be sitting in the chair where you are sitting. I was 18. I started in an entry-level position as a telex reservation attendant and in six months, I became the reservation supervisor. Two years later, I became the front office manager; at 23 years old, I was the youngest manager. I was interested in public relations and sales, so when the director of sales wasn’t available or traveling, I helped out. One day, I had the opportunity go to Puerto Rico for a sales call. It was there that the general manager of Princess Beach, Mr. Frank Maynard, saw me working. After I gave birth to my first son, he called and offered me a job to join his sales and marketing team.

I started in an entry-level position as a telex reservation attendant and in six months, I became the reservation supervisor. Two years later, I became the front office manager; at 23 years old, I was the youngest manager. I was interested in public relations and sales, so when the director of sales wasn’t available or traveling, I helped out. One day, I had the opportunity go to Puerto Rico for a sales call. It was there that the general manager of Princess Beach, Mr. Frank Maynard, saw me working. After I gave birth to my first son, he called and offered me a job to join his sales and marketing team.

In 1988 I joined Princess Beach and I stayed there until last year, so I worked there from 1988-2013. During that time, I was part of the complete development of that hotel – starting as a small, 202-room hotel, growing to a large 341-room hotel that became the Crowne Plaza. In 2000, the hotel was closed for six months of renovations to become an all-inclusive and I was part of the whole project as assistant executive manager. When the hotel reopened, I continued as assistant executive manager with the all-inclusive management team of SuperClubs Breezes. Two years later, I became hotel manager and then, in 2005, the general manager.

The night I was promoted to general manager, they made a special reception for me because I was the first female to become a general manager on Curaçao and I was also the first female to become a general manager of an international hotel chain. During the reception, Mario Venturini, my first general manager of the Concorde called. He said he had to call and remind me of what I said when I signed my first contract – that on my 40th birthday I wanted to be sitting in his chair. I had just had my 40th birthday, so I accomplished my vision.

“I started in an entry-level position as a telex reservation attendant and in six months, I became the reservation supervisor.”

CBM: Discuss your road towards working to where you are today, working your way up in a “mans world.”
JB: I think on Curaçao we are very open to women in managerial positions, but internationally, I have to stay that still you see, especially in certain areas of the world, that indeed it’s a man’s world. I went to a conference of the AMResorts and of the 50+ attendees, only three were female general managers. In the GHL Group, with which I work now, you find a greater balance of male to female general managers. In any industry, you have to do something that leaves a footstep behind, that people say, “Yes, she accomplished it.” Next to being the first female general manager, I was also the first female president of the Curacao Hospitality and Tourism Association (CHATA) in 2007 until 2011. People were wondering how I could manage to balance the two roles. I believe my broad experience in sales & marketing, as well as hotel operations, enabled me to manage my team in such a way that I was able to combine my work at the hotel and my duties with CHATA. These experiences have helped me with my current roles. In 2013, I opened my management and consultancy company, Bon Ami Hospitality BV, and I also lead the re-opening of the Kura Hulanda properties. One of the things I am told is “there isn’t a better person to take on this position because she can put things in balance.” I think with my performance over the years, I was able to make a difference in this “man’s world.”

CBM: For a woman starting her career, what three things do you think are most critical to know?
JB: The first thing I always tell women is: when you want to have a career, make sure you have acceptance of your career at home. If you have a family and partner, make sure you discuss your career path and be very transparent about it. If you start a career and don’t have acceptance and support at home, you will either be unhappy at work or unhappy at home. One of them will lose, so I always say make sure your family embraces what you do and get them involved. In my life, my career is important, but my family is just as important. I tell women getting starting in life to not be scared off from having a family because you want a career. You have to be able to put things in balance.

The second thing I tell them is that the moment you decide to have a career, continue developing yourself, not only in your performance, but also by continuously educating yourself. Going to seminars, courses, etc. is a good way to be sure that you stay abreast of the most current information available.

The third thing that I tell women is to make a difference. You have to find the one thing you do best so you will be recognized or acknowledged in your profession. In any industry, as a woman, you have to prove yourself and make a difference.

CBM: How do you balance your personal and professional life?
JB: I have to say that without the support of my family, I could not have done it. My parents, especially my mom, were always behind me, showing me the path and giving me the push to move forward. She helped me with the kids when I got divorced because they were small at the time. When I remarried, I have to say that my husband always stood, not behind me, but beside me. He and my kids grew with me in the industry, so they understood the commitment it took. Because of their understanding, I had the opportunity to develop my career. When I switched out of sales and marketing to management in 1999, I didn’t have to travel anymore, so even though I worked long hours and weekends, I was home. This allowed me to bond even more with my husband. We have two beautiful children together, so I’m a mother of four – ages 26, 24, 17 and 12.

Recently, an event occurred that made me realize that family, in the end, is really most important in my life. Being a part of the hospitality industry as a general manager, there’s a mandatory rotation program, so you know that eventually you may be asked to rotate to a different location. In 2013, I was told I had to rotate to Punta Cana. When sharing that with my family, I got support from everyone except my daughter. She said that she wasn’t moving to Punta Cana, but that she wanted to stay on Curaçao and finish school. I realized that I could not be selfish, thinking only of my career and leave my daughter behind. She was almost 12 and becoming a lady, so for the first time in my life I chose my family over my career. I thanked the company for the opportunity and stepped down.

CBM: Did you have a mentor?
JB: Throughout my career, I always had the support from my immediate bosses, but the one who showed me the vision, who I looked up to, was Frank Maynard, my vice president at the Princess Beach. Mario Venturini gave me my start, but he left the island, so Frank Maynard became my mentor. I not only respected Frank for his values and his vision in the business, but I also appreciated that he was one of the pioneers of tourism on the island. I could go to him any time and he would guide me, not only in my career, but in my personal life as well. He helped me set priorities and encouraged me to continue learning and studying in the field. Even when we weren’t working at the same hotel, I could still knock on his door and discuss things with him, asking his advice.

The other person who was a great support was Don Werdekker, Executive Director of CHATA. He was my mentor during my four years as president of the association.

CBM: What do you think has most attributed to your success?
JB: I think my success comes from my loyalty towards my superiors, my perseverance and my passion for our Curaçao. I’m loyal to my work and to the product I’m working at that particular moment. I also believe my perseverance plays an important role in my success. However, I believe my primary motivator, that also drives my loyalty and perseverance, is my passion for the island. I want to see Curaçao and what it has to offer reflect a positive image worldwide. When I attended international meetings as a board member of CHATA and the Caribbean Hotel & Tourism Association, I made sure those in attendance heard the voice of Curaçao. During my time with CHATA, we worked as a team to ensure that Curaçao would shine. I love this island and I would like to see it flourish and develop further in the tourism industry, so I will do whatever I can to contribute. A lot of the work I do is voluntary. I do it with passion and love for the island to help develop tourism.

CBM: When things get tough, how do you keep yourself going?
JB: Like I said, I’m a big believer. Every day I do my prayers and I have my meditation sessions. When things get tough, I dedicate even more time to it. Without the spiritual connection, I would not have been able to reach my goals. You have people who might go to yoga, the gym or run; I spend extra time on meditation and my connection to the almighty God. I’m Roman Catholic, so I believe in Jesus and our Father. I was brought up in a very spiritual home, but I do not discuss religion. I believe the connection between me and Jesus is very important and that’s what keeps me going every day. Sometimes when things get very tough, I visit his home more often than only on Sundays. There is where I get my strength.We should put our island first, of which we are all a part, rather than thinking of ourselves first and then see what comes for the rest.

CBM: Now that you accomplished your goal of being general manager of a hotel by age 40, what’s next?
JB: I do have a next goal or I should say, goals. One of my goals in the future is to work for this island in a broader way to further develop this island, not only directly in the area of tourism, but also economically, or wherever else I can make a difference. I don’t know if it’s voluntary work or another path, if it’s through the public or private sector, or if it’s more products, like now I have two hotels, but my goal is to help tourism and our island in a broader sense.

“We should put our island first, of which we are all a part, rather than thinking of ourselves first and then see what comes for the rest. “

CBM: Do you have anything else to add?
JB: What I would like to add is that I would like to see Curacao on a positive path. At this particular moment, our island is going through a tough and difficult situation, not only financially, but in all aspects, including morals, social ethics, the performance of the people, etc. – the pride is gone. There is a crisis with the youth – the whole education system is not correlating with what the business sector needs from its workforce. So, what I would like to add is that I want to see Curaçao become the Curaçao I knew when I was small – when there was unity, there was respect, there was openness – people could disagree with each other and still respect one another. At that time, there were common goals and less hidden agendas than there are at this particular moment. We need to stop looking only at individual success, but also to find a way for Curaçao as a whole to become successful. We should put our island first, of which we are all a part, rather than thinking of ourselves first and then see what comes for the rest. That is the reason I love this island so much – because I remember how it was and I know the potential of what it can become again. I know that certain measures have to be taken and certain paths have to be changed – change is never easy. However, I think the loss of respect on the island for each other is too great and the gap between the youth and the older generations is too broad. We are also missing the unity we used to have between sectors; I believe we need to try to unite them again. This is what I really would like to see back on this island – sincere unity and that we all have one common goal.

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