FEDHASA Cape Board Member & Owners Representative – Hotels at V&A Waterfront
More than two decades after starting her hospitality career in the UK, Carly de Jong remains inspired by the heart of our industry – it’s people. Today, as Owner’s Representative for hotels in the V&A Waterfront and FEDHASA Cape board member, Carly continues to focus on developing strong teams, creating opportunities for growth, and fostering environments where people feel valued and supported. Guided by a belief that great hospitality is ultimately about human connections, this Women’s Month, Carly reflects on her own journey and what gives her real confidence about the next generation of women entering and coming up through the industry.
1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?
Hospitality found me, really. I took up a role as a hotel receptionist in the UK knowing very little about the industry. It didn’t take long to realise that no two days are ever the same, and that’s what hooked me. I also quickly learned that teamwork makes all the difference.
More than two decades later, it’s still the people that keep me here. I’ve had the privilege of working with incredible teams, learning from supportive leaders, mentoring others, and being part of businesses that make a real difference in their communities. Hospitality is always evolving, which means there is always something new to learn, and that keeps me motivated.
2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?
We’ve made progress, but there is still more work to do. Businesses need to move beyond talking about diversity and focus on creating real opportunities for women to step into leadership roles.
Mentorship and sponsorship play a significant part. There are many capable women in our industry, but having someone who believes in you, opens doors, and encourages you to take on bigger challenges can make all the difference. Transparent promotion processes, leadership development opportunities, and workplaces that recognise people have responsibilities outside of work are all part of the picture too.
Most importantly, women need to see other women in leadership positions. When you can see what’s possible, it becomes far easier to believe that path is open to you as well.
3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?
I’ve been fortunate to work on great properties and interesting projects, but what I’m most proud of is building teams where people felt valued and had real opportunities to grow.
One experience that stands out was working alongside colleagues who are deaf and hard of hearing. It reinforced something I’ve always believed: that great teams are built by embracing different perspectives and abilities. What some might have seen as a challenge simply became part of how we worked together.
The impact extended well beyond the workplace. Team members developed new skills, guests enjoyed meaningful interactions, and assumptions that people may have held were quietly dismantled.
4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?
Don’t be afraid to start at the bottom. Some of the most important lessons I’ve learned came from operational roles where I gained a real understanding of guests, service, and people.
Stay curious. Put your hand up for new projects, ask questions, seek feedback, and keep learning. Hospitality rewards people who are willing to grow.
Find mentors, but don’t underestimate your own perspective. Leadership isn’t about having all the answers. It’s about listening, learning, and making decisions with integrity.
And be resilient. There will always be moments when you doubt yourself. Don’t let those moments define you. Often the experiences that push you hardest are the ones that help you grow the most.
5. What makes you feel positive about the next generation of women coming into tourism and hospitality?
What gives me confidence is that the next generation is entering the industry with a strong sense of purpose and a willingness to challenge the way things have always been done. They are confident, adaptable, and open to new ideas. They also value collaboration and inclusivity – qualities our industry needs now more than ever.
I also think the industry itself is becoming more open to different leadership styles. Today’s leaders don’t have to fit a single mould. People are encouraged to lead in a way that is authentic to who they are.
I don’t think this generation will simply lead successful businesses. I think they will continue to transform what leadership in hospitality looks like entirely. That’s an exciting prospect.
