Meet Marco Russo, Assistant Head Concierge at The London EDITION

From Sicily to London, this rising Concierge shares his journey, the mentors who shaped him and why genuine connections are at the heart of great service.

Marco Russo

Can you tell us about the career path which led to where you are today?

My hospitality journey began when I moved from Sicily to London at 18 years old. After working at Pret A Manger and completing a short hotel management course, I joined the opening team at The Dixon Tower Bridge Hotel, where I discovered Concierge and developed a passion for enhancing guests’ experiences. After becoming a Junior Concierge, I continued developing at Nobu and Kimpton Fitzroy, learning from experienced professionals and attending industry events. These experiences shaped my passion for personalised luxury service, problem-solving and building genuine relationships. They led me to my current role as Assistant Head Concierge at The London EDITION, where I continue growing my leadership skills while supporting my team and delivering exceptional guest experiences.

Are there any specific mentors you’ve looked to for guidance, and how have they helped you on your journey?

I have been fortunate to learn from several managers and experienced Concierges throughout my career. They taught me the technical aspects of the role, as well as how to remain calm under pressure and handle challenging situations. I particularly remember the connection who gave me the opportunity to attend my first Concierge event. I was incredibly grateful, as it introduced me to the Keys community and showed me the value of genuine connections. I now enjoy giving back and helping younger colleagues gain the same exposure and opportunities that helped me develop.

What has been the highlight of your career so far?

Receiving my Les Clefs d’Or keys is probably the biggest highlight of my career so far. It was not just about receiving the keys; it represented years of learning the profession, building relationships and trying to understand what being a true Concierge means. Another highlight was creating a newsletter titled ‘Celebrating Bloomsbury’ at the Kimpton, where I interviewed family-owned and independent businesses. It was highly rewarding to hear their stories and share them through a monthly newsletter, promoting hidden spots and strengthening our connection with the local community.

I was also very proud to graduate in Management from Birkbeck University with First Class Honours while continuing to work full-time. These were very different achievements, but together they demonstrated the importance of commitment, resilience and continuous development.

© The London EDITION

Dealing with guests cannot always be easy; what’s your approach to winning over ‘difficult’ guests?

I try not to see them as difficult guests, but as guests who have a reason to be unhappy. My first step is always to listen properly without becoming defensive. Often, people want to feel that someone has genuinely understood their problem. Once a guest feels that you are genuinely trying to help them rather than simply following a procedure, the conversation usually changes completely.

What personal sacrifices have you had to make to become successful in this field?

Moving to London without knowing the language or anyone in the city was a significant personal challenge, but it felt natural and enjoyable as I was excited and curious to learn and develop myself. It gave me the opportunity to build a life in a new city, develop my confidence and create meaningful connections. Also, balancing a demanding hotel career while obtaining a London University degree required discipline and giving up much of my free time, but the overall experience and knowledge made it worthwhile. I don’t see these as sacrifices; they are part of the effort required to grow personally and professionally.

What attributes does one need to be a good Head Concierge?

For me, a good Head Concierge needs three things: knowledge, leadership and empathy. You need the knowledge and confidence to solve problems and give your team the right direction but also understand that you cannot know everything. A strong Head Concierge knows when to ask for help and has a good network around them. Leadership is also about setting the standard. Your team should see you staying calm under pressure, taking ownership and treating every guest with the same level of care.

Most importantly, I think a Head Concierge should develop people and be a mentor to everyone in the team. If your team becomes more confident, knowledgeable and enjoys working together because of your leadership, then you are doing a great job.

"Receiving my Les Clefs d’Or keys is probably the biggest highlight of my career so far. It was not just about receiving the keys; it represented years of learning the profession, building relationships and trying to understand what being a true Concierge means"

If you could give advice to a Concierge new to this profession, what would it be?

Be curious and never stop learning. Learn your city beyond the obvious tourist attractions. Speak to restaurants, theatres, museums, taxi drivers, tour operators and other Concierges. Build genuine relationships rather than only contacting people when you need something. As they say, you are only as good as your last recommendation. Lastly, don’t put too much pressure on yourself. Every career is not a race, but a journey.

What is the most rewarding thing about being a Concierge?

The most rewarding part is knowing that you can change someone’s experience of a place. A guest may arrive in London knowing very little about the city, and you can recommend a restaurant, find tickets to something they thought was impossible, organise a special moment or simply give them the confidence to explore. I particularly enjoy the personal side of the role. When a guest remembers your name or returns years later and asks for you again, you know you created something more meaningful than just completing a request. By sharing my network and knowledge of London, I can establish genuine and meaningful relationships with guests.

Les Clefs d’Or’s motto is ‘service through friendship’; how important is collaboration with colleagues across the industry to you?

 Collaboration is at the heart of being a Concierge. You cannot provide great service on your own, particularly in a city like London. For me, 'service through friendship' means that we may work for different hotels, but ultimately, we are all trying to create the best possible experience for our guests while representing our profession and our city well. As they say, when you see a Les Clefs d’Or Concierge at the desk, you have a network of more than 4,000 global members at your disposal, extending far beyond the walls of your own hotel.

Do you have any hidden talents you can share with us?

Before moving to London, I was a saxophone player and eventually joined a jazz band. These days, I’m doing a sailboat course and planning to take a few months off to visit some Mediterranean islands with a small group of friends (don’t ever tell my Head Concierge).