SA Gamechangers: Philisiwe Gumede on legacy, leadership and coming full circle

The South African

22-07-2025

Interview by Gordon Glyn-Jones | Part of the SA Gamechangers series
From Umlazi township to the helm of South Africa's most iconic hotel, Philisiwe Gumede has led in hospitality across continents, industries and even a global pandemic that crippled the travel industry. As a valued member of the Red Carnation Hotel family and newly appointed General Manager of The Oyster Box, she reflects on humility, visibility and why being the first is never just about one person.
Your leadership journey has crossed industries, countries and cultures. What have those environments taught you about people?
You know what, it has taught me a lot in terms of working with different people, different nationalities, different cultures. It's all about humility. It's about getting into an environment, observing and blending in with the quirks of that space. Not being pompous, but understanding their culture and finding an effective way to boost from within. At the end of the day, it's all about working together. That comes from where I was raised, our cooperative culture, and I carry that with me wherever I go.
Was there one hotel where you thought, 'I want to be part of this world'?
It was actually Sun City Resort in 1997; that's when I decided I wanted to be a hotel management trainee. However, I started training at the Royal Hotel in Durban. We knew it as the silver service hotel, and we all wanted to be part of it. That was where it started. As young people in the industry, we knew of the Oyster Box, but the first love of the job came from the Royal Hotel.
What do you love about working in hospitality?
It's about meeting people, about offering service, the hospitality of it all. I always say you don't choose this career, it chooses you. It goes with your personality and how you deal with things. It can be tough and cut throat, but mainly it's how you handle issues. It's about always putting on that beautiful face and going the extra mile, allowing people to have a good experience.
Plus, I think I always knew as a young person that I wanted to travel. I came from Umlazi, and I just had this feeling. I wanted to see the world. I didn't know why. I was just different. I'm the last born of six kids, and I always wanted more. And God willing, it is what I have achieved! When I started my career, I left KZN and never looked back. I have travelled and now I'm back home. I'm turning fifty this year, and I feel great about it.
What's the most memorable moment from your travels?
My strongest memory was when I went to Washington, D.C. on holiday by myself in 2007. That was my first major personal trip. I lived in Dubai at the time and I'd done smaller hops: Qatar, the Emirates. But then I went to the US. I had a friend there, so I used the opportunity. It was during the Bill Clinton era, before Monica Lewinsky. I stayed for ten days and it was the best time of my life. From there, I went to the UK to visit my cousin, who worked for South African Tourism. That whole experience, the US and the UK, was amazing.
'I always knew I wanted to travel. I didn't know how, but I did it. And now, full circle, I'm back home.'
In hospitality, attention to detail is everything. How do you make sure that commitment goes right through the team?
As a leader, you have to lead from the front, you have to be visible. When you're there, in the trenches with your team, everything flows. Everyone has a specific role and they know what's expected, but they want to know you're with them the whole time. That's important. I'm there on the floor, with the guest, with the team.
How do you find and hire the right people to carry that forward?
You get good at spotting the right talent. You know what to look for. And because you've been in the industry for so long, you know the people. That makes it easier. I recently hired a sales manager. I needed someone who knows the city, who understands the product and who knows the market. I found a person who had been in the tourism space, selling either domestically or in Europe. I knew they were the right fit.
Red Carnation is a global group. Do you think that principle of visible, personal leadership runs across the company?
Yes, I believe it does.
When you walk through the doors of the Oyster Box now, what do you feel?
It's emotional. It's humbling. This hotel is iconic. It's legendary. I never imagined I'd run this property. Not because I couldn't do it, but because of the history. The people who held this role before always felt more senior, more male. I remember Mr Roberto, who ran the Michelangelos when I worked across the road at the Sandton Convention Centre. That felt like a different world.
So to be brought in, a girl from Umlazi, the township, stepping into the most iconic property in South Africa, it's emotional. I'm not just representing myself; I'm starting something new. I'm Black, I'm a woman, and there's never been a woman in this role. From the security guard's smile to the doorman's welcome, to the scent when I walk in, I feel it every time. I've arrived, and I carry so many with me.
Do you feel there's room to bring new ideas to a place with such heritage?
Absolutely. The Oyster Box has a strong identity and a loyal following, which we deeply value. But evolution is essential. I recently had an inspiring meeting with Durban Tourism and told them, if they're out promoting the city, we should be right there beside them. They already use visuals of our property, but we need more than visibility — we need a partnership. Whenever Durban is being showcased internationally, the Oyster Box should be part of that story.
You've led through some intense challenges, including Covid. What have those moments taught you about leadership?
They've taught me that passion and dedication are everything. I found myself running a healthcare facility in the middle of a pandemic, something I never anticipated. But I committed fully to keeping patients safe. It became more than a job; it was a calling. In hospitality, yes, we aim for full occupancy, but in that moment, it was about lives. And I managed it successfully. My focus has always been on the people, whether patients or guests and doing the best I can with my team.
How do you stay calm when things are falling apart?
Emotional intelligence. That's something I've worked hard to master. When people ask about my greatest strength, I always say stakeholder engagement and relationship building — I truly excel there. It applies to both staff and guests. It's about staying aware, composed, and finding a way forward.
I remember when there was a flood at Sun City. I was at my sister's fiftieth birthday, but I left immediately, drove back, and worked with my team through the night. By morning, our guests were having breakfast as usual. It even made the news, and our CEO shared the story. I focus on getting things done in the moment, and only afterwards do I allow myself to process it.
Has there been a moment in your career that meant a lot to you, even if no one saw it?
Yes, in 2002, I became the first Black woman to be operations floor manager at the newly built Sandton Convention Centre. I was young, only two years into the role, and I managed the UN World Summit on Sustainable Development. We were locked in for two weeks with international delegations, and Kofi Annan awarded us for service excellence.
At the time, I didn't make much of it, but now I realise it was a turning point. That was my breakthrough. Since then, I've opened a beach resort in Abu Dhabi, became the first Black female GM for Bidvest in the North West, and ran a 620-bed psychiatric hospital. But it all started with that summit.
'That summit in 2002 was my breakthrough. It told me, 'You're going to keep breaking ground.'
What do you look for when deciding if someone is ready to lead?
I look for passion, discipline, and humility. Communication matters too; being assertive in the right way. You must carry yourself responsibly. Leadership demands sacrifice. You have to be the one at the front, not someone whose behaviour undermines their position. You earn respect through consistency and integrity. And you must never forget the people on the ground, they are the reason you're where you are.
What would surprise people about life behind the scenes at a hotel?
That we're just human. We joke, we laugh. In the canteen, I sit with my steward team, house attendants, whoever's there. I choose someone different each day and we talk about football, rugby, and life. It surprises people, but those moments are where real connection happens.
What brings you joy when you're not being General Manager?
My family. I'm a late single mother. I raised my niece after my sister passed away. She's my eldest daughter now. I had my own daughter at 44. She's five now. I also have a grandson, he's nine. I live with them and our nanny. They bring me joy. Everything I do is for them.
Anything else you'd want readers to know?
Yes, that I come from KZN. I didn't go to multiracial schools, I had a humble education. But through hard work and consistency, everything is possible. I want people to see that.
I'm also studying. I'm doing my master's in business administration. I've completed all the modules, and I'm now finishing my research and dissertation. I want to graduate next year. My goal is to become a CEO or run my own business. That's where I'm heading.