Interview with Ignacio Sarmiento, general manager of Enjoy Punta del Este (formerly known as Conrad), who served as a guest lecturer for the Human Resources Development course in the Master’s in Human Resources Management program at Universidad ORT Uruguay.
Sarmiento spoke about his professional career, discussed the tools he uses to develop and attract talent, the human resources practices he implements, his management style, and his future goals.
How did you become the general manager of Enjoy Punta del Este?
With perseverance and dedication.
A few years ago, while working for a multinational company, I was approached by Enjoy through a global headhunter —Spencer Stuart—to join their team. It was a very lengthy process that took months. I came very close to being hired. During the recruitment process, I met most of their board of directors and became convinced that I wanted to work with and for them. Unfortunately, it didn’t work out at that time, but I stayed in touch with most of them.
Years later, when I started my regional consulting business, I began prospecting for clients. That’s when I got in touch with Enjoy again.
I started out as a consultant, working with the Uruguay unit. Then I moved on to other units. Before I knew it, I had a formal offer to compete for the position of general manager. After another lengthy process, I was selected.
How many people work there?
We employ more than 1,000 seasonal workers. During the peak season, our workforce typically grows exponentially; it can increase by 50% or more.
How would you describe your leadership style as general manager?
Very close to the teams. Team building, motivation, and coordination are key.
I had a boss at Shell who used to say I was like a bull—always charging forward once I had my sights set on a goal. I think he knew me very well and knew that’s what motivated me.
Beyond my drive, those who know me say I’m a great listener. Encouraging active listening and difficult conversations is crucial to an organization’s growth.
What are the key competencies you prioritize when recruiting talent? What do you do to develop them?
Capacity, Achievement, and Relationships (CAR Matrix). I was trained and certified in London in this methodology. A healthy balance among a person’s capacity, their ability to achieve results, and how they interact with their work environment is key to identifying talent.
Every member of the organization has a different talent. I try to bring out the best in them by identifying which of those three areas they excel in. The idea isn't to work on their weaknesses, but to build on their strengths.
What would you highlight about the human resources practices and policies you promote?
At Enjoy, we always put the customer first. To do this, we maintain a positive and collaborative attitude, fulfill our commitments, act with integrity and transparency, lead by example, and constantly challenge ourselves. We are driven by a passion for what we do, and we all act as if we owned the company.
What do you think are the main challenges facing the hospitality management sector in Uruguay?
Today, the biggest challenge is developing new markets. We need to start looking beyond Latin America and develop markets in the United States, Europe, Asia, and Oceania.
Uruguay has a unique offering, and Punta del Este is world-class. We have everything we need to compete. We need to go out there and show what we’re capable of offering. My catchphrase is that we’ll be the next Monte Carlo. I have no doubt that we’ll surpass them as a destination in the medium term.
You’ve worked at various companies, including Shell, Salus, Conaprole, and Nestlé, and even as a consultant. What skills and experience from that background have been useful in your current job?
Every position I’ve held and every company I’ve worked for has been a great business school for me. I firmly believe that, as part of your development as a business school student, it is essential that you have the opportunity to put what you’ve learned into practice at a company, organization, cooperative, or business with sound management practices.
At Nestlé, Salus (Danone), and Shell, I learned to think globally and act locally. Conaprole is a different story altogether. Managing a company that means so much to so many stakeholders in Uruguayan society is very challenging. Fortunately, I was surrounded by an exceptional management team that has managed to adapt to global competition and go head-to-head with the best in the world.
What will the next season of Enjoy be like?
Enjoy took over management of the property in 2013, and since then we have invested more than USD 53 million. Focusing on visible improvements, we have renovated 75% of our rooms, built a beach bar from the ground up (Ovo Beach) that this year won the award for best in Uruguay (from the prestigious magazine Cuisine et Vins), built and established the best nightclub in the region (Ovo Nightclub), and in May of this year opened 5,000 m² of new parking spaces, green areas, and more than 1,000 m² of a new heated pool meeting international standards.
We have worked to continue building customer loyalty and value through a unique combination of entertainment, exceptional service, and technological leadership.
This season will be no exception. We have world-class shows and activities in store to surprise you.