1. Could you begin by introducing Maui Palms Fiji and explaining how the property came about and contributes to the country's tourism sector?
Maui Palms came about following our first trip to Fiji in 2006. We were travelling from Australia and, having booked our flights first, we discovered that we couldn't find a room in the particular area we wanted to visit because everything was fully booked. At the time, we were already involved in property development in Australia, so this experience sparked our interest in the tourism potential of Fiji.
We were also attracted by the opportunity to acquire freehold land. Although only a relatively small proportion of Fiji's land is available on a freehold basis, these titles were familiar to us as Australian property developers.
We started small, with the idea of creating a family-run business that we could grow over time. We initially built four villas, focusing on a boutique experience where staff would know guests by name, understand their interests and remember their preferences.
We wanted to create a place where guests would be treated as individuals rather than simply as room numbers in a large commercial hotel. That personal approach remains central to Maui Palms today.
As demand grew, we expanded in stages. During COVID-19, we made our boldest move, investing more than $3 million in an expansion. We wanted to ensure our staff had meaningful work during a period when tourism had effectively come to a standstill. Our gardeners, chefs, transfer-company drivers and taxi drivers all became involved in the project.
It was a significant investment, but it allowed us to continue building the business while supporting the people who make it what it is.
2. As co-owner and director, you bring a personal, hands-on vision to the property. What drew you to Fiji, and how does your ownership approach shape the guest experience?
As an Australian citizen, I was naturally attracted to Fiji's proximity to Australia and the familiarity of an English-speaking environment. The opportunity to acquire freehold land was also important to us as property developers. Beyond that, we recognized the potential of Fiji's tourism sector and believed there was an opportunity to establish ourselves in the boutique accommodation market.
In the early days, guests would meet us personally. We greeted them when they arrived and said goodbye when they departed. It felt very much like a small family business, and that personal connection helped shape the experience we wanted to offer.
As the business grew and our son got older, I took a step back from the day-to-day front-of-house responsibilities to focus more on motherhood and the back end of the business. My partner remained more directly involved in operations, ensuring that one of us was always closely aware of what was happening.
Throughout that evolution, we have never lost sight of the importance of our people.
We have always understood that the greatest asset in Fiji is its people. We have invested considerable effort in recruiting the right individuals to create a memorable guest experience, and we encourage our team to spend as much time as possible engaging with visitors. This benefits the guests, but it also makes the experience more rewarding for our staff.
3. Running an owner-operated property brings unique rewards and challenges. What are the biggest opportunities and obstacles you face in staffing, supplies and meeting the expectations of international guests?
One of the challenges in Fiji is that some employees come from villages where the facilities and living conditions are very different from those experienced by visitors from Australia, the United States or other Western countries. Certain everyday practices that international guests take for granted may not be part of our staff's normal lives at home.
This can occasionally lead to small oversights, but there is also an opportunity for cultural understanding. As a boutique property, we can speak directly with guests and explain the context behind these differences. It can help visitors appreciate the privileges and comforts they may otherwise take for granted.
Our staff are remarkable people. During COVID-19, for example, Fijians did not necessarily have the same financial support available to people in countries such as Australia and New Zealand. Yet we saw extraordinary optimism, resilience and a strong sense of community.
There is something deeply valuable in the Fijian approach to life: people support one another, remain optimistic and don't sweat the small stuff.
I think visitors who truly embrace Fiji take some of that perspective home with them. They come to understand that a holiday is not only about luxury or facilities, but also about the people they meet and the way a destination makes them feel.
4. Fiji is positioning itself as a leading tourism destination in the Pacific. What competitive advantages does the country offer, and what improvements are still needed to realize its full potential?
There is considerable demand for Fiji, and we are seeing new hotel rooms coming onto the market as major properties undertake significant expansions. However, one of the challenges facing operators is staffing.
As international borders have reopened and more Fijians have opportunities to work overseas, hotels are finding it increasingly difficult to retain experienced employees. Operators may have invested years in training talented staff, only to see them leave for opportunities abroad.
At the same time, accommodation capacity is increasing. If we cannot maintain the same level of staffing and service, the guest experience can suffer.
I completely understand why people want to pursue better opportunities overseas. From an operational perspective, however, retaining experienced employees is a significant challenge, particularly when the pool of available workers is limited.
For Fiji to fulfill its tourism potential, growth in accommodation needs to be accompanied by a strong and sustainable workforce. The quality of the visitor experience depends not only on the number of rooms available, but also on the people who welcome and look after guests.
5. Local communities, culture and people are central to the Fijian experience. How does Maui Palms support local employment, training and partnerships with the community?
Maui Palms is located on the Coral Coast, and we have always maintained close relationships with the surrounding villages. All our staff live locally, and we work together to support their needs. For example, when weather conditions make transport difficult on Sundays, we arrange company transport to help employees return to their villages.
Many people join us without previous experience in hospitality. Because we operate a boutique establishment, we can train them according to our own approach rather than expecting them to arrive with the same experience as employees at large five-star resorts.
We look for an authentic Fijian personality, a willingness to work and, above all, a genuine love of people.
Technical skills can be taught, and our team can learn how to deliver the particular experience we want to create. What matters most is that they enjoy interacting with guests and sharing their culture. This allows us to provide employment opportunities locally while giving visitors a more authentic connection with Fiji.
6. Sustainability is becoming increasingly important to travelers and the tourism industry. What steps is Maui Palms taking to protect its natural surroundings and operate more sustainably?
Sustainability is something we take seriously, and our commitment also extends to our wider business activities. My partner is an engineer, and we own a construction company involved in property development in Fiji.
Through this business, we distribute an environmentally friendly decking product made from recycled plastic bags. We use it at our own properties, including Maui Palms, and supply it to other hotels and developments across the country.
We made a conscious decision to become the sole importers of this particular product into Fiji because we believe in its potential. It gives recycled materials another use while providing a practical product for hospitality and residential developments.
Several established resorts, including Outrigger, The Warwick, Sheraton, Sofitel and Radisson, as well as luxury homes in Suva and Denarau, have used the product.
For us, sustainability means making conscious decisions in our own businesses and putting those principles into practice, rather than simply talking about them.
We also discuss sustainability and recycling with our staff, because creating a more responsible tourism sector requires awareness and participation across the business.
7. Today's travelers increasingly seek authenticity, wellness and personalized experiences. How is Maui Palms adapting to meet these expectations?
Although Maui Palms is a small property, we offer facilities that support wellbeing, including a gym, a rooftop spa and swimming pools. Having lived on the property ourselves for many years, we understand how important it is to create an environment where people can enjoy a balanced and fulfilling stay.
However, we believe that wellness and personalization go beyond facilities. The cultural experiences guests enjoy can be just as meaningful.
Our staff share their traditions, explain local foods and talk about their culture. We also encourage them to show guests everyday activities that are completely natural to them but may be extraordinary experiences for international visitors.
For example, climbing a coconut tree and picking a fresh coconut might be an ordinary part of life for a Fijian, but it can be a memorable experience for someone visiting from overseas. We encourage our team to demonstrate these activities and explain how coconuts are used in everyday life.
Those simple, one-on-one cultural encounters are often what make a trip to Fiji truly personal and memorable.
We want guests to understand more about the place they are visiting, connect with the people who live there and experience aspects of Fijian life that they would not necessarily encounter in a conventional hotel.
8. North America is an important source market for Fiji. What opportunities do you see for attracting more travelers from the United States, particularly California and the West Coast?
We have had very positive experiences with American visitors. Maui Palms was featured through a collaboration with The Price Is Right, which promoted the property for two years and offered a trip to Maui Palms as a prize. Guests who visited through that initiative gave us wonderful feedback, and we were invited to continue the collaboration in subsequent years.
Some American guests told us that Fiji had never previously been on their radar, but that they enjoyed it even more than Hawaii. They found Fiji attractive because of its hospitality, atmosphere and value for money, particularly given the strength of the US dollar.
Hawaii has become increasingly commercialized and expensive, whereas Fiji can offer a different kind of holiday experience. For travelers seeking a more relaxed destination, there is a strong opportunity to introduce Fiji to a wider American audience.
We are also seeing growing interest from the Canadian market.
As a small boutique property, however, we depend partly on broader destination marketing and air connectivity to bring visitors to Fiji. Organizations such as Tourism Fiji and Fiji Airways play an important role, alongside travel-industry partnerships and the development of more direct international routes.
Fiji offers American travelers an appealing combination of warm hospitality, natural beauty, cultural authenticity and value for money. For visitors from California and the wider West Coast, it can be an attractive alternative for those seeking a distinctive Pacific experience.
Greater awareness of Fiji, supported by strong air links and international media exposure, can help more travelers discover what the country has to offer.
9. Looking ahead, what is your vision for Maui Palms Fiji over the next five to ten years? Finally, what message would you like to share with Los Angeles Times readers about Fiji?
We have exciting plans for the future. We have acquired 13.5 acres of beachfront freehold land approximately half an hour from Maui Palms, giving us the opportunity to develop a significant new project with the potential for up to 200 additional rooms.
We are aiming to make substantial progress over the next five years. We have discussed the plans with the Minister of Tourism and Aviation, who knows the area well, and we believe the location has considerable potential.
We are also gaining valuable experience through our involvement in the development of Nawi Island, which is helping us understand how an integrated resort-style project operates. These lessons will inform our plans for future expansion.
As for Fiji more broadly, I believe the country offers tremendous opportunities. It is a developing destination, and that creates room for investment, tourism development and new activities. Compared with many places in the Western world, where development and visitor numbers can make destinations feel congested, Fiji still offers space, calm and a chance to disconnect.
People sometimes describe Fiji as being like Hawaii 50 years ago. I consider that a huge compliment because Hawaii was once a magical destination with a distinctive charm.
Fiji has enormous potential, and I hope it continues to develop while preserving the qualities that make it so special.
We should encourage responsible investment and tourism growth, but we must also protect the country's character, culture and natural appeal. The objective should not simply be to build more rooms, but to create opportunities that benefit local communities while ensuring visitors continue to experience the warmth and authenticity that distinguish Fiji.
My message to Los Angeles Times readers is simple: come and discover Fiji for yourselves. You will find a destination with genuine hospitality, a more relaxed pace of life, extraordinary opportunities for exploration and a tourism sector with a very promising future.
