The ambitious Olga Galiuk: LuminAir aiming for the World’s 50 Best Bars
After more than 8 years of career in Dubai, Olga Galiuk decided to make the move to Europe in September 2022. Not with a fully developed plan, but with the desire to take on a new challenge and to be closer to her family in Ukraine. The choice for the Netherlands wasn’t a strategic decision, but rather an opportunity that appeared at the right moment. Still, the transition felt very natural. The culture, the mentality, the way people interact, it immediately felt like home.
Today, Olga is General Manager of LuminAir Amsterdam, where she applies her international experience from Switzerland, Dubai and Ukraine to build a high-end rooftop concept with the ambition to earn a spot on the World’s 50 Best Bars list. In this interview, she shares her vision on leadership, sustainability, team development and the future of hospitality in the Netherlands.
First step into hospitality: a summer job that changed everything
My background is in International Business and Marketing, but my desire to explore the world led me down a different path. Through my parents’ company, I travelled to China to learn Chinese and came into contact with people from various cultures for the first time. That sparked my interest in an international environment. I then started as a receptionist in a hotel in Kiev. The energy and dynamics made it clear that hospitality suited me.
International steps that shaped my career
To continue growing, I chose an MBA in Switzerland, with one year of study and one year of practice in the Swiss hotel industry. Switzerland is known as the birthplace of hospitality and after my master’s in Ukraine, I wanted to deepen my knowledge in an international, professional environment. There, I not only learned the theory, but especially how to work according to the high Swiss hospitality standards. Those principles now form the basis of my way of working in this industry. After my studies, I looked for a place where I could truly grow.
Dubai kept coming back as an option and although I had never been there, I decided to take the leap. At Radisson Creek Hotel, Carlson Rezidor Group, I started as Assistant Outlet Manager, responsible for multiple outlets. I quickly realized I wanted more responsibilities. That’s why I moved to Rotana, where I literally said during my interview: “Give me one chance. If I don’t deliver, tell me directly and I’ll leave without a problem.” They gave me that trust, and I was given the responsibility over a breakfast service with a thousand guests daily. For a young manager in an Arab country, that was intense, but it shaped me professionally and personally.
After that, I consciously chose the higher segment and the world of rooftop venues at Level 43 Sky Lounge. For five years, I worked there as a manager to build experience, quality and brand value.
From Dubai to Amsterdam: a new approach to leadership
The move to the Netherlands came unexpectedly. After years in Dubai, I felt it is time for a new challenge. I saw a vacancy for the opening of a new concept in Amsterdam. The idea of building from scratch immediately appealed to me. After several conversations, including Floris Licht, I made the decision. Within a month, I was in the Netherlands, ready to start again.
After more than eight years in the Middle East, the transition to Dutch hospitality culture was significant. In Dubai, hierarchy is the norm: the manager decides, the team follows. In the Netherlands, I immediately noticed that the approach is different. Involvement, equality and deciding together play a much bigger role.
From observing to building
When I started at SkyLounge Amsterdam, I consciously chose to observe first. Instead of immediately implementing changes, I worked on the floor and watched how the team functioned. Only afterwards did I gradually begin introducing my vision, always from a place of collaboration.
When SkyLounge closed for renovation, we had the opportunity to rebuild the concept from the ground up. During that period, we developed the branding, new procedures and I selected a team that consciously chose this new direction. Now we don’t just work next to each other, but are truly with each other. That sense of team is something I am proud of.
My style as General Manager: leading with cultural awareness
As General Manager of LuminAir Amsterdam, I believe that good leadership begins with understanding culture and communication. By working in different countries, I learned that there is not just one way to lead. Each team member responds differently depending on background and culture. I apply that experience every day. You approach someone from the Philippines differently than someone with a German mindset, not because one is better than the other, but because expectations around communication and hierarchy differ.
By recognizing that, you build trust faster and prevent misunderstandings. That also applies to our guests. Thanks to my international experience, I can teach my team to sense what someone needs the moment they walk in. That nuance makes the difference between service and true hospitality.
Working in Dutch hospitality: open, direct and close-knit
What stood out to me immediately in Dutch hospitality culture is the openness. Here, as a manager, you can be yourself and the team also gets the space to do that. That creates honesty and a culture where people dare to give feedback. You see that same directness with guests. If something is not as expected, they say it immediately. That’s an advantage, because it allows us to act right away instead of discovering a negative review afterwards.
In contrast to Dubai or Switzerland, I notice that teams in the Netherlands first observe before connecting to a leader. But once trust is there, involvement and loyalty follow. After three years, I now see that many people from day one have stayed. We don’t just work together, we carry it together and that makes the difference between a team and a tight-knit team.
Advice for hospitality professionals moving to the Netherlands
My most important advice is to start with an open mindset. Don’t walk in with the idea that you need to change things immediately. First, take the time to observe, listen and understand the culture. Read about the Dutch way of working, see how teams interact and how decisions are made. Only after that can you add value and suggest improvements. Making drastic changes at an early stage can have the opposite effect. It can result in a lack of support, while team involvement is exactly what you need. From that trust, you can achieve much more.
What I carried with me from other cultures into my leadership
From my time in the Middle East, I took an important principle with me: treat every guest as if you are welcoming them into your own home. In that culture, a guest is literally king and I integrated that mentality into my leadership style. I give my team a lot of independence. If a guest is not happy with a cocktail, don’t wait for permission, but make a new one. You have the freedom to act immediately, as long as the goal is clear: the guest must feel seen and welcome.
Without guests, we have no work. I continuously share that awareness with my team. That combination of Middle Eastern hospitality and Dutch openness and directness ensures that my team works motivated and takes responsibility. That is the culture I want to build.
From quiet mornings to a profitable winter strategy
The quiet morning hours in winter presented a clear operational challenge: the team was fully scheduled while the demand was not met with the guests. Instead of immediately cutting staffing, I first analysed the figures thoroughly to fully understand the situation. Based on that, we decided to shift opening hours from Monday to Thursday to 17:00. That decision immediately led to more efficient staffing and improved profitability. It also gave the team space to use the morning for training and preparation, which made the evening service stronger and more professional.
Training and development as a foundation for growth
For me, training is not an extra, but a basic condition for good hospitality. That’s why we schedule training sessions and team meetings every month to share knowledge, gather feedback and improve processes together. This keeps the team sharp and involved. We also work with monthly incentives to stimulate upselling in a positive way. A bottle of wine or a dinner as a reward may seem small, but it has a big effect on motivation.
I also keep learning. Through Hilton University, I regularly follow training courses, including on diversity, inclusion, AI and Excel. I believe a manager should never stop developing. Everything I learn, I pass on directly to my team so that we grow as a whole.
Making sustainability visible in the guest experience
Rooftop hospitality today goes beyond a nice view. Guests expect craftsmanship, experience and a clear sustainability vision. We are developing a zero waste cocktail concept in which leftover ingredients are reused and served in circular glassware. It’s not just about the product, but especially about the story behind it; guests want to see that you take responsibility. We work with materials and partners who share the same vision. One of our bartenders even won the national Sustainability Challenge.
We tackle waste in a practical way. Leftover ingredients are used in ‘midnight shots’ and in a zero waste signature cocktail, served in circular glassware. We also connect the kitchen and bar, for example with a Wagyu fat washed martini where leftover fat becomes a new ingredient. This way, we make sustainability tangible and part of the experience.
Using innovation without losing the human aspect
For me, technology is a tool, not a replacement for hospitality. I mainly use digital tools and AI behind the scenes for analysis and efficiency, but when it comes to the guest experience, I consciously choose personal contact. I avoid QR ordering because I want guests to have a conversation with a team member, not with a screen. Hospitality is about human connection. Technology can support, but should never come at the expense of attention and service.
The value of mentorship: daring to take risks and continuing to learn
Mentorship has strongly influenced my career. That mindset started at home: my family taught me that you only move forward if you dare to take risks and step out of your comfort zone.
Throughout my career, I have met several leaders who helped shape me further. Food & beverage directors and general managers encouraged me to look beyond my role. At LuminAir I also learn from colleagues every day.
From Kimberley Krebs I learned structure and precision, from Dylan Schiffers the importance of data and analytical thinking, and from Floris Licht how to truly put a team at the center with a people-first mentality. That combination of courage, structure, numbers and genuine attention to people forms the foundation of my leadership style.
What drives me to keep growing as a leader
What motivates me most is seeing my team grow. As General Manager, one of the most meaningful moments is when I can say to someone: “You are ready for the next step.” Seeing their development and confidence confirms for me that investing in people always delivers results.
Future plans: from LuminAir on the world list to my own concept
We have already won the Best New Cocktail Bar of The Netherlands during 2024 Entree awards and Hilton EMEA Venue of the year 2025. For the coming years I have a clear goal in mind: I want to get LuminAir on the World’s 50 Best Bars list. That goal requires constant innovation and craftsmanship and keeps me sharp every day. It is not only my personal dream, but also a way to lift the entire team to a higher level. I also look ahead to a next step in my career. That could take different forms: being involved in the opening of a major new hotel concept, a high-end restaurant or eventually creating my own business. The idea of one day creating my own bar remains a personal dream.
Advice to my younger self: be even bolder
If I could give one piece of advice to my younger self, it would be: take risks more often and don’t be afraid to be visible. At the beginning of my career, when I was an assistant manager, I sometimes let opportunities pass because I doubted whether I was ready. Looking back, I would tell myself: be more confident, take initiative and don’t wait for permission to grow. Dare to put yourself forward.
Advice to young professionals with leadership ambitions
For anyone aspiring to a leadership role in hospitality, and especially for young women in this industry, my most important advice is: do not give up and stay true to your goal. Hospitality, and especially F&B, demands a lot of physical effort, long hours and mental energy in the beginning. It is not always easy. But if your passion is genuine, it never feels like just work. You grow the fastest when you approach the profession as something that is part of your life, not just a job.
Would you like to work at LuminAir? Apply for one of the vacancies and become part of the team.