In today’s modern business environment, a successful leader must demonstrate proficiency in a number of business domains in addition to being a proactive learner and an efficient problem-solver. Paolo Guidotti, Managing Director of Guidotti, has all these qualities and more. An Italian who was born in Nigeria, Guidotti is truly a global citizen who has lived in various nations, including Eritrea, South Africa, Italy, United Kingdom, Bangladesh, India, Indonesia, Germany, and most recently, Thailand.
A prosperous restaurateur and C-suite/directorship leader in the textile industry, Guidotti is recognised as a genuine visionary and mentor. Business Frontier speaks to the entrepreneur on his journey and his mantras for success.
Tell us about your professional journey.
In 1984, I interned at the Pan Pacific Hotel, covering five kitchens. Following this, an American textile business operating in Bangladesh hired me. Despite having no prior experience in the field and only a high school degree, my boss liked my potential and my flawless English. I quickly experienced exponential growth and in 1988, opened my own company in Hong Kong.
In the last 38 years, I have had the opportunity to work for some of the biggest names in fashion like Calvin Klein Jeans, Timberland, North Face, Wrangler, Armani Jeans, Replay, and Dolce & Gabbana. In the past 22 years, I have been into consulting and my job is to assist businesses recognise their shortcomings and create a plan to address them in order to ensure their success
How did you get into the restaurant business?
I have always been passionate about food and began cooking when I was little. I started Midnight Express, a successful restaurant in Hong Kong in 1992, which operated successfully for many years. I returned full-time to the clothing industry in 1997. In 2003, just after the SARS outbreak, I made my first relocation to Thailand to work in the apparel industry’s production.
In 2007, I went back to Hong Kong. After a year, I made the decision to leave the apparel industry, where I had found significant international success in my career, and relocated to Thailand to start a travel agency that provided clients with specialised tourism services. After returning to the textile sector, I played a significant role in VF Corporation’s growth, first in operations from our Hong Kong headquarters, then as the Regional Country Manager for Southeast Asia in Thailand, and last in India as the Timberland’s incorporation into the business. I was sent back to London in 2014 to take up the position of Sourcing Director.
I made the decision to move out of Hong Kong in 2018 in order to launch an Italian restaurant in Thailand, which quickly became quite popular. Unfortunately, COVID-19 happened, and I had to modify my business accordingly. I changed my restaurant to a deli, and it was a huge success. Notwithstanding the difficulties posed by the epidemic, I persisted in growing and opening a new, flourishing restaurant outside of Bangkok called Paolo’s Deli, which has over 85 seats.
What is your motto of success?
It is constant learning. Even after launching my own business, I worked in a variety of capacities to gain new skills at other establishments. For example, I had never held a quality control position before taking over as the Asian Pacific region’s Quality Assurance Manager at Calvin Klein Jeans. But as I had a senior position, I was aware of the need for quality. My basic success motto is to always find a solution and never give up. As an optimist, I think every problem has a solution.
Making sure everything is taken care of, our team is well-cared for, and our company functions smoothly is what I enjoy doing best. To give my employees a job, I reopened our fourth location despite facing several obstacles. Putting money into my team has paid off handsomely, and I’m appreciative of the chance to keep going.
Could you tell us about your leadership style?
As a leader, I prioritise providing my teams with tools that they need to take advantage of high-growth opportunities and solve problems creatively while maintaining an eye on the big picture. My approach to leadership is centred around building a culture of ownership and trust, which motivates my team members to take responsibility for their work and push for success.
I employ an inclusive approach in which I delegate particular responsibilities and guidelines to my team while also allowing them the freedom to work on their own. Being very involved, I mentor my team members when they need help or have queries. In every role I have held, I have used my expertise to train and develop my team members.
