Eljesa Saciri’s journey to becoming the General Manager of The Zetter Marylebone is an inspiring one. Speaking candidly about her path, Saciri shares insights on equality, mentorship, and the future of the hospitality industry, an industry that is still grappling with structural inequities.Saciri recalls her introduction to hospitality. “I got into hospitality by accident. I think, like most people do. I was studying law at uni—family and child law specifically—and I was working in County Hall in an arcade as a bar back in Waterloo, just essentially polishing glassware.” Though her initial role was modest, Saciri was quickly captivated by the industry’s energy. “I very much enjoyed being there. And I often state to date that it was one of my favourite jobs.”
Her foray into the hospitality world began in earnest when a serendipitous meeting with a representative of The Doyle Collection opened doors to what would become a pivotal chapter of her career. Starting with roles in food and beverage, she moved through various departments, learning the intricacies of hotel operations. Reflecting on her time at The Doyle Collection, Saciri emphasises the importance of mentorship in her growth. “One of those people I’m still very, very good friends with…he was sort of my first mentor within the industry, and it was quite funny because he was, I think, quite scared of me.”
Another key figure in her career inspired her to embrace the transformative power of the hospitality industry. “He is very much of the belief that we make magic happen in our industry, and we can make the impossible possible,” Saciri explains. It’s a philosophy that continues to guide her leadership approach.
Facing the Challenges of Gender Equality
As an advocate for gender equality, Saciri acknowledges both the progress and persistent challenges facing women in hospitality. Her own experiences have been shaped by biases that many women will recognise. “I’ve been told some pretty vile things,” she says. “It’s difficult to come to terms with being as good as your counterpart, but just not being seen as suitable for the part or the role because of being a woman.”
Saciri doesn’t shy away from acknowledging how these biases intersect with other aspects of identity. “People see my name, and I’m evidently foreign, and I think it used to cause a lot of surprise when people would hear me speak.”
In the face of such adversity, Saciri has cultivated a philosophy of self-determination. “If I’m not part of your table, then I don’t want to be there. I’m not going to force myself to be a part of your table, and I will go and find people that…want me at their table. Or I’ll create my own table.”
Saciri’s candor also extends to the industry-wide changes she hopes to see. “There’s still a lot of work to be done,” she says of representation in senior leadership. However, she is optimistic about the potential of independent groups to lead the way. “Within the independent sort of sector, I feel like there’s a lot more movement and progression.”
Mentoring the Next Generation
One of Saciri’s most passionate commitments is mentoring young people. Through guest lectures and school visits, she seeks to inspire the next generation of hospitality professionals. “When I was their age, I wish I’d seen me on a stage,” she says. “I do a lot of talking at schools for students whose first language isn’t English and who come from very disadvantaged backgrounds. If you can help one young person, then the next generation will be better.”
She sees these efforts as crucial to changing perceptions of the hospitality industry, particularly among young people. “Our industry has some of the most stable careers in the world, and we’re not talking about those opportunities enough.”
Saciri also speaks openly about the structural issues that need addressing to make the industry more welcoming. Among these is the enabling culture surrounding substance abuse and burnout. “We’ve had a culture within our industry of working into the core, doing 18–19 hours a week, and that’s a good thing because it proves how committed you are,” she notes. “But who’s having those conversations about the effects of it on our mental health?”
The Power of Difficult Conversations
For Saciri, the path to progress is through dialogue—even when those conversations are uncomfortable. “No one seems to want to talk about it,” she says of issues like addiction and mental health. At The Zetter Marylebone, she has introduced initiatives like roundtable discussions and partnerships with organisations such as Healthy Hospo to foster a more supportive environment. “We’ve had very open sort of roundtables and discussions and speakers in to talk about addiction and to talk about mental health and talk about how to navigate those things and where the support is.”
Her commitment to social responsibility extends beyond her hotel. Through her work with the Marylebone Project, a homeless shelter for women, Saciri has spearheaded initiatives to support vulnerable populations. “None of that is possible without brands and partnerships,” she says. “And that’s, I think, one of the most important things about just working with good people.”
A Vision for the Future
When asked about her hopes for the future of the industry, Saciri is clear: the focus must be on collaboration and inclusion. “Women need to have more conversations,” she says. “Sometimes we’ve been the problem with ourselves because rather than support each other, we’ve seen each other as competition.”
As for young people, Saciri wants to see them embrace the full spectrum of opportunities the industry offers. “If you’re uncomfortable in the room that you’re in, then find a room that feels like home,” she advises. “Because then you never, ever feel like you’re taking up too much space where you belong.”
With leaders like Eljesa Saciri at the helm, the hospitality industry is poised not just for evolution, but for transformation. Her work exemplifies the power of resilience, mentorship, and a commitment to making every space a welcoming one.
