At dawn in Cayo Coco, Niurka Hernández Cárdenas begins her workday with the same passion that first brought her to Meliá Cayo Coco 26 years ago. Some mornings find her supervising the à la carte restaurant opening at 7:30 a.m., others see her taking her 10- and 13-year-old children to school before arriving at the hotel by 8:30 a.m. Yet one ritual remains constant: her first stop is always the breakfast buffet – «the moment of truth» where she connects directly with guests to understand their experiences.

This disciplined professional, who started as a public relations officer when the hotel opened in 1999, now serves as deputy general manager while maintaining her hands-on philosophy: «I greet guests at the buffet entrance and exit. That direct connection is our compass.»

Her days continue with operational meetings at 10 a.m., though as she admits, «In this job there’s no routine – one day you might oversee night operations, another handle after-hours emergencies.»

Why tourism?
«When I chose my career in 1993, I specialised in English Language because tourism was blossoming in Jardines del Rey. Living nearby, I envisioned a promising future in this field. The industry fascinated me – working where visitors came to unwind seemed stimulating. After graduation, I trained at Hotel Morón briefly before joining Meliá Cayo Coco’s pre-opening team on June 14, 1999.»

Early memories
«I was fortunate to learn under Spanish tourism expert Alberto Blanca. During our selection interview, he presented real work scenarios, asked our opinions, and then explained professional solutions. That conversation ignited my passion – I knew immediately this was where I belonged. For 22 years, I’ve worked in guest-facing roles: PR, wedding coordination, quality specialist, customer service manager, and now deputy director.»

Hotel expertise
«Quality control roles provide complete operational understanding – from procedures to guest expectations across departments. It’s ideal preparation for management, complemented by ongoing training.»

Family background
None in tourism or English. My mother taught, and my father worked in agriculture. Coming from a small sugar mill community near Enrique Varona factory, I sought different horizons than teaching or mill work.»

Leadership approach
«Each day brings new challenges, but our committed team makes it manageable. We’ve built transparent communication where everyone – from gardeners to executives – shares experience-based insights openly. Seeing daily operations thrive and reading guest praise makes it deeply rewarding.»

Management style
«I’m rigorous – demanding of myself and my team. Our hallmark is human capital: a collective dedicated to the hotel’s success.»

Success formula
«Empowering staff to voice improvement ideas, avoiding authoritarian ‘my way’ mandates. Our people are the true engine – when employees enjoy their work, that satisfaction reaches guests.»

Cuban tourism model
«Replicable. Many properties earn repeat visitors through service quality, not just facilities. Human connection remains Cuba’s tourism cornerstone.»

Future vision
«Meliá Cayo Coco must sustain success while renovating our 26-year-old property. Crucial to this is continuously training our team and integrating new talents who embrace our corporate philosophy. When former staff reminisce online about their positive experiences here, it confirms we’re achieving our goal – leaving meaningful impressions on everyone we touch.»