As Marco Polo Ortigas Manila marked its 11th anniversary in 2025, the hotel has made some renovations while reinforcing its five-star standing in the Ortigas district. Even amid fresh global uncertainties, the property remains focused on guest experience, enhanced culinary offerings, and sustainability-led operations.

Leading the charge is Fredrik Johansson, whose nearly three decades of hospitality experience across Australia, Indonesia, Vietnam, Hong Kong, China, Cambodia, and Japan has shaped his steady approach to crisis management.

“We are facing uncertain times now because we don’t know where we’re going next, especially in energy,” Johansson said.

With the conflict in the Middle East and the resulting oil crisis placing pressure on global travel and operating costs, many hotels have responded through aggressive cost-cutting or pricing adjustments. Johansson, however, remains measured, noting that “such disruptions are temporary”, and that the travel industry has historically proven resilient.

He pointed out that while tourism is often among the first sectors to feel the impact of crises and among the last to recover, demand rarely disappears altogether. Instead, travelers tend to postpone plans rather than abandon them entirely, whether for business or leisure. In time, he said, the market rebounds.

Johansson added that the current climate requires sharper awareness of spending, smarter sourcing strategies, and greater agility. Rising food costs, for instance, are prompting the hotel to reassess imports, explore stronger local sourcing, and adapt menus where needed. He also sees opportunity in encouraging local farmers and producers to raise standards and meet evolving hospitality demands.

A seasoned luxury hospitality executive with more than 25 years of international experience, Johansson has held senior leadership roles with global brands including Marco Polo Hotels. Across his career, he has overseen multi-property portfolios of more than seven hotels, 2,168 rooms, over 60 dining outlets, and major development projects totaling 1,100 rooms. He is recognized for delivering gains in RevPAR, ADR, RGI, GOP, guest satisfaction, and long-term asset value.

Currently serving as General Manager of Marco Polo Ortigas Manila, the Swedish national has led the hotel’s financial turnaround and repositioning, achieving record rooms revenue and ARR while elevating guest experience and advising ownership on long-term refurbishment strategies.

Beyond international markets, Johansson believes domestic tourism can play a stronger role in cushioning the effects of global disruptions. He suggested that government incentives, such as lower taxes on hotel stays, could help encourage Filipinos to choose staycations over weekend trips abroad or to the provinces.

Culinary transformation under Chef Alex Ensor

Another pillar of Marco Polo’s strategy is its food and beverage revamp under newly appointed Executive Chef Alex Ensor whose appointment was announced earlier. (Read: Marco Polo Ortigas Manila appoints new executive chef)

The New Zealand-born chef has introduced sweeping changes to the hotel’s culinary direction, with sustainability and refined execution at the core. Nowhere is this more evident than at Cucina, where a long-static menu has been reimagined.

“I have changed the menu from, say, 4,000 to 5,000 not done well to 50 dishes done well,” Ensor said, emphasizing a quality-over-quantity philosophy.

Since arriving seven months ago, Ensor said the team has overhauled menus across the property, including breakfast offerings and the à la carte selections at Café Pronto.

La Cucina also recently launched The Crafted Table, a new buffet concept centered on curated selections rather than sheer volume. Available on select lunch and dinner schedules, the offering highlights premium seafood, roasted specialties, and carefully executed dishes. Ensor noted that imported beef remains one of the few products the hotel still sources from overseas.

Customization is another hallmark of his approach. His salmon gravlax, for instance, incorporates lemongrass to lend a distinctly local touch.

“One thing I find important is the consistency of taste, like Australian beef. I know what I will be getting, and I know how to prepare it,” he said.

Cautious optimism in sales and marketing

For Francis David, the challenge lies in sustaining demand while navigating booking volatility.

“Up to this point, we will not increase our prices, though we have to admit that the impact of the crisis will lead to some cancellations of bookings,” David said.

He shared that when news of the war first broke, the hotel immediately saw cancellations from Europe due to flight rerouting concerns, though some travelers later rebooked. Forecasts are now being reassessed as travel confidence softens, even if Europe and the Middle East are not among the hotel’s largest source markets.

Still, David remains cautiously optimistic. The hotel’s strongest markets—the United States, Singapore, Canada, Australia, and India’s corporate sector—continue to provide stability, helping offset weaker segments.

He also echoed Johansson’s belief in the domestic market as a key growth engine. David noted that Filipinos have consistently demonstrated resilience and strong travel demand, though the staycation segment has softened in recent years due to more affordable international flights and perceptions of higher local hotel rates.

To address this, Marco Polo has rolled out targeted promotions designed around value and convenience. During Holy Week, the hotel offered its “Share the Stay” package, allowing guests to book two rooms for the price of one—a concept that resonated strongly with families.

“We want to be known as a proactive hotel,” David said.

Beyond rooms: A broader reinvention

The hotel’s transformation extends beyond guestrooms and dining outlets. Budget-friendly banquet packages continue to drive revenues, while its e-store platform allows customers to order food products online for pickup, including bulk purchases.

If there is one lesson emerging from Marco Polo Ortigas Manila’s ongoing reinvention, it is that challenges can also become opportunities—especially when paired with a long-term commitment to sustainability, adaptability, and guest value.