De Cocina en Cocina: General Manager Luis Quintero

The true test of operational improvement is not just its financial impact, but its ability to scale.

At Royalton CHIC Cancun, reducing kitchen waste by 56% in six months demonstrated something even greater: that with clear leadership, defined standards, and consistent measurement, it is possible to create replicable consistency across multiple properties.

In the first edition of "De Cocina en Cocina," we explore how leadership, operational culture, and real-time data can become a scalable model for a globally renowned hotel chain.

From Passion to Plate

How did your journey in hospitality begin?

It started very early, understanding that hospitality is not just a business. It is a way of serving. I fell in love with the opportunity to create memorable experiences and positively impact people’s lives, even if only for a few days. For me, hospitality is a living industry that brings a culture of service and development to the countries where it operates.

What made you see food waste as a strategic priority?

In an all-inclusive resort, the food offering is central. Every decision in the kitchen impacts quality, efficiency, and sustainability. When analyzing food volumes and the investment in human and natural resources, it became clear that this wasn’t just an environmental issue.

It is a matter of leadership, operational culture, and standards of excellence. Quantity does not mean quality.

Ingredients of Success

What are your pillars for maintaining quality and profitability in a high-demand operation?

• Clarity in objectives
• Discipline in execution
• Closeness with the team
• Consistency between what is said and what is done

A leader’s calm defines the entire team. In an operation with multiple KPIs and high competitive pressure, composure is part of leadership.

What is the best advice you’ve received?

Take care of your people. They will take care of your business and your customers.

What did it mean to reduce waste by 56% in six months?

The savings are tangible. Efficiency is measurable. But the real impact is cultural. Once we started measuring, we identified a clear opportunity: overproduction.

A concrete example was the buffet and chilaquiles. Before, we produced in volume. Today, they are prepared on demand, based on real guest needs.

We also installed a device in the staff dining area to integrate operational awareness at all levels. That is where we close the loop: guest and employee.

The result was so clear that the project became a pilot within the chain and began to be replicated. And it works. I can say it works.

Quick Tips

Where should you start if your operation is very large?

Start small. Choose a critical point, measure it, and act.

At Royalton CHIC Cancun, we started with the buffet restaurant, the highest volume outlet. After validating the impact, we gradually expanded. When the team sees the return, it stops being an initiative and becomes an operational tool.

Fuel for Creativity

What do you recommend to hospitality leaders in the age of AI?

II recommend the book Leaders Eat Last by Simon Sinek, and I emphasize the importance of making data-driven decisions.

Make decisions based on data, not assumptions. Those who combine humanity and technology stand out. Artificial intelligence does not replace the leader. It empowers them.