Giovanni Fiorentino, General Manager of La Residenza, on the essence of Campania luxury

The hospitality sector, driven by the enormous number of tourists who choose Italy every year, has taken on an increasingly central role in the national economy.

Today we have the pleasure of interviewing Giovanni Fiorentino, General Manager of Hotel La Residenza — one of Capri’s crown jewels — who, despite his young age, has already demonstrated remarkable managerial talent.

His career has led him through some of the most prestigious Italian destinations in the world of hospitality, building a rich professional background between the Sorrento Peninsula, the Amalfi Coast and the island of Capri. His journey also includes international experience: he spent an important period in Boston, USA, working in public relations.
He also spent five years working as an Operations Manager for a niche tour operator, which offered a programme featuring all the top 5-star hotels in Italy.

Since 2022, Giovanni Fiorentino has served as General Manager of Hotel La Residenza, a role that has allowed him to further refine his expertise in the field.

Let’s welcome him to InItaly and get to know him better through our interview.

Giovanni, it’s a pleasure to have you with us to talk about your journey and the personal imprint you bring to the activities you manage.

Since 2022 you have been at the helm of a true Capri institution. With a background built between the Sorrento Peninsula, the Amalfi Coast and Capri, what is the personal mark you feel you have most strongly impressed on your work in these years? Is there a detail or philosophy of hospitality that unmistakably carries your signature?

These important experiences in Sorrento, Capri and Positano have given me so much — especially Capri, which was the most challenging. I have a very strong bond with Capri because I used to visit as a child, and I never imagined I would one day live here and manage a property like La Residenza.

This made it easier for me to settle in Capri, to know the places, and to manage a large hotel with 45 rooms and a substantial staff.

My philosophy is based on hospitality and simplicity. It means opening our doors to guests as if they were entering a home, eliminating distance, creating empathy, and welcoming them as friends.

The most rewarding part has been transmitting this mindset to my team — to the managers, the assistant director, and all the staff who have been with me for five years. This is my fifth year in Capri.

In just three years, we won two “Best of the Best” awards from TripAdvisor, which was an incredible emotion because winning such recognition in Capri is not easy. Here we have giants — historic hotels with decades of experience and outstanding professionals. Being today among the top properties in both Italy and Campania is a great source of pride.

La Residenza is not just a hotel — it is a symbol of the island’s “Dolce Vita,” a place where guest expectations are always sky‑high. With a young and modern managerial mindset, how do you innovate services and keep up with the times without ever betraying or diluting the historic charm that the world admires?

I’ve always had my own system. For many years I worked as a travel agent: I worked with English and American agencies, and with great Sorrentine entrepreneurs like Lucio Aponte, Gino Acampora, and my mentor — my uncle, Peppe Fiorentino.

So I began building relationships with clients immediately after their booking: understanding their needs, going deeper, making them feel that at La Residenza — or any property I managed — someone was there for them from the moment they arrived. It may sound obvious, but doing it with genuine care makes all the difference.

Another method I use is helping guests experience the local culture — making them feel the warmth of Sorrento, Capri, Positano.

And when they leave, I stay in touch. Word of mouth is one of the most powerful marketing tools in the world. We’ve worked hard on this, and as a result we’ve had many returning guests, and many friends of friends. That is another great satisfaction. And we try to make them live the Dolce Vita — in simplicity.

This truly makes us happy and gives us strength to keep going.

Travelers visiting iconic destinations like the Amalfi Coast, the Sorrento Peninsula and Capri no longer seek just a luxurious room, but a complete experience. From your privileged perspective, how has the concept of “luxury” evolved for international tourists? What do they ask for, and how do you try to meet their expectations?

This is an important question. In recent years, especially post‑Covid, overtourism in Sorrento, Positano, Naples and Capri has somewhat damaged the market.

Service quality has decreased in an attempt to meet demand. Transportation, for example, is becoming insufficient, creating issues first for residents and then for tourists. In my opinion, investments are needed to make transportation easier and more accessible, especially on the islands and coastal areas.

The luxury world now seeks different destinations — places that offer tranquility, comfort and quality.

The role of General Manager is synonymous with leadership and teamwork. What human and professional values do you try to instill in your staff to guarantee excellence and impeccable hospitality every single day?

The role of General Manager is not easy. Mrs. Paola De Angelis chose me four years ago when I was a young man working in a beautiful boutique hotel in Positano with 16 rooms, with no managerial experience. Perhaps she saw something important in me — something natural.

When I arrived in Capri as General Manager, I tried to do what my father did for his workers. He always had his 10–15 collaborators around him, and even in the last phase of his life, they were always there.

My father was a Sorrentine artisan who made Sorrento inlaid wood — a beautiful craft that is sadly disappearing. I didn’t continue his work because it wasn’t my passion, and that disappointed him. But he knew I loved hospitality, so he let me go my own way.

His example taught me a lot. I try to make my team feel good, especially the young people who are building their future. Of course, I can’t please everyone — sometimes I must make difficult decisions — but deep down, I always aim to create a sense of unity and well‑being. Respect for dignity is what I care about most. If you win, it’s because there is a team. And if someone needs help, you help them. Today it might be me — tomorrow it might be someone else.

Your journey shows that with dedication and competence, one can reach great heights even at a young age. Looking at the students who dream of managing a major hotel one day, what is the most valuable advice you would give them to face the challenges of this wonderful — yet demanding — profession?

Over the years, many have asked me what experiences led me to become a General Manager. I worked my way up: I didn’t love studying, but hands‑on experience — especially abroad — helped me enormously. And then, in the last 10–15 years, I studied a lot: many masterclasses, courses, books.

I believe the most important thing for young people today is to travel, to study, but also to gain practical experience. I see many graduates with impressive titles but no hands‑on skills.

You must also have hospitality “in your blood” — it’s not something you can buy.

So: gain experience, go abroad, work your way up. Doing different jobs in the sector and studying can prepare you for this career. I was helped when I was young, and I try to do the same for others, because young people today need guidance and support — especially in the workplace. Times have changed, and so have young people.

Thank you for being with us and for sharing your journey in such a prominent sector as hospitality.