{"id":46780,"date":"2026-10-27T12:11:05","date_gmt":"2026-10-27T11:11:05","guid":{"rendered":"https:\/\/www.riu.com\/blog\/?p=46780"},"modified":"2026-10-27T12:11:08","modified_gmt":"2026-10-27T11:11:08","slug":"fernando-garcia-40-years-riu","status":"publish","type":"post","link":"https:\/\/www.riu.com\/blog\/en\/fernando-garcia-40-years-riu\/","title":{"rendered":"Luis Riu: Fernando Garc\u00eda, 40 years of professionalism, commitment and dedication to RIU"},"content":{"rendered":"\n

Managing Director and Head of Operations in the Balearic Islands and the Americas<\/em><\/h3>\n\n\n\n

<\/p>\n\n\n\n

Fernando Garc\u00eda<\/strong> is a Managing Director at RIU Hotels & Resorts<\/strong> and Head of Operations in the Balearic Islands<\/strong> and the Americas<\/strong>. He joined RIU in 1986<\/strong>, became a member of the Board of Directors in 1994<\/strong>, and celebrated 40 years<\/strong> with the company this summer. Today, I want to dedicate this article to a long-time RIU executive who joined us, as he himself explains so well, when RIU was still a small, local company beginning to expand nationwide, but which already had all the drive it needed to become the multinational company it is today.<\/p>\n\n\n\n

The first thing Fernando Garc\u00eda and I have in common is that we both spent the best years of our lives in the Canary Islands<\/strong>. That\u2019s where we met in 1987<\/strong>, just one year after he joined RIU. We were young, worked around the clock without limits, and shared a sense of camaraderie and friendship that extended well beyond the office and the hotels.<\/p>\n\n\n\n

Fernando Garc\u00eda at RIU: A 40-year timeline<\/strong><\/h2>\n\n\n\n
Year<\/strong><\/td>Milestone<\/strong><\/td><\/tr><\/thead>
1981<\/strong><\/td>Military service in Zaragoza<\/strong>.<\/td><\/tr>
1986<\/strong><\/td>Joins RIU<\/strong> to manage the Riu Sofia<\/strong>.<\/td><\/tr>
1987<\/strong><\/td>Moves to Gran Canaria<\/strong>, where he begins working with Luis Riu<\/strong>.<\/td><\/tr>
1990<\/strong><\/td>Takes over as Regional Director for the Canary Islands<\/strong>.<\/td><\/tr>
1993<\/strong><\/td>Appointed Head of Operations<\/strong> for the entire RIU group.<\/td><\/tr>
1994<\/strong><\/td>Joins RIU\u2019s Board of Directors<\/strong> in Palma<\/strong>.<\/td><\/tr>
2020<\/strong><\/td>Oversees Operations and Human Resources.<\/strong><\/td><\/tr>
2026<\/strong><\/td>Celebrates 40 years<\/strong> at RIU as Managing Director and Head of Operations in the Balearic Islands<\/strong> and the Americas.<\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

How Fernando Garc\u00eda joined RIU in 1986<\/strong><\/h2>\n\n\n\n

At the time, my father, Luis Riu Bertr\u00e1n<\/strong>, was running the company and looking for young, qualified managers to bring a more professional structure to the business. It was my sister, Carmen Riu<\/strong>, who interviewed him in Palma<\/strong>. Fernando had a solid educational background and a wide range of experience: a degree in economics from the University of Santiago de Compostela<\/strong>, experience in industrial consulting in Galicia<\/strong>, a stint working on civil engineering projects in Algeria<\/strong> with Dragados<\/strong>, and a master\u2019s degree from the IESE Business School<\/strong>. He also brought with him the discipline he had acquired during his military service in Zaragoza<\/strong> back in 1981<\/strong>, with its guard duties, hard physical labour and army food. That one interview with Carmen was enough to recognise his potential. Shortly after he left the Riu Centre<\/strong> office, someone was sent to track him down on the streets of Playa de Palma<\/strong> to make him a firm job offer.<\/p>\n\n\n\n

\u201cI had several excellent offers on the table, but I chose RIU and I\u2019ve never regretted it. I haven\u2019t had time to get bored, either. I\u2019ve taken on many different challenges, but always within the same company,\u201d he often thinks about that first day in 1986<\/strong>, when he joined to manage the Riu Sofia,<\/strong> already knowing he would be moving to Gran Canaria<\/strong> the following year. And that\u2019s where we began working side by side.<\/p>\n\n\n\n

From the front lines to \u201ccivil government\u201d: RIU\u2019s consolidation in the Canary Islands<\/strong><\/h2>\n\n\n\n

I had been in Gran Canaria since late 1984<\/strong>, preparing for the opening of the Riu Palmeras<\/a><\/strong>, our first venture outside the Balearic Islands<\/strong>. We took an enormous financial risk, and the entire company in Mallorca<\/strong> had to tighten its belt to finance the investment. But it was such a success that the Riu Palmeras still holds the record for the fastest return on investment in our history: three years and three months<\/strong>, as Fernando points out with his characteristic precision. Once the hotel opened, the challenge was to get operations running smoothly and firmly establish RIU\u2019s operating model. That\u2019s where he came in.<\/p>\n\n\n\n

\"Equipo\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
\u201cAt TUI, they used to call us \u2018the RIU youngsters\u2019.\u201d The company\u2019s team in the late 1980s<\/figcaption><\/figure>\n\n\n\n

In the late 1980s, TUI<\/strong> used to call us \u201cthe young guys from RIU.\u201d There was so much energy. And it was in the Canary Islands that Fernando and I developed, almost without realizing it, the working relationship that has stood the test of time for four decades. Within the company, we used to talk about \u201cmilitary government\u201d and \u201ccivil government.\u201d I\u2019ve always been on the front lines: the one who spots opportunities, paves the way and takes the risks involved in breaking new ground. Fernando represents the civil government. He comes in right afterward to bring order, attention to detail, working systems, operational procedures and oversight.<\/p>\n\n\n\n

His biggest challenge in the Canary Islands was a crucial one: ensuring that RIU remained a single company with the same philosophy across two different locations, rather than becoming two separate businesses. In Mallorca, the owners were closely involved in the day-to-day business, and we all knew each other. When we expanded into the Canary Islands, Fernando\u2019s first major task was to establish consistent hotel management systems to ensure that the family\u2019s values and business model were maintained.<\/p>\n\n\n\n

During those years, we didn\u2019t just open hotels. We also developed entire destinations such as Fuerteventura<\/a><\/strong>, where we had to make an enormous commercial effort to put the island on tour operators\u2019 maps. We also launched new business lines, such as the first Riu Palace<\/strong>, at a time when some questioned whether RIU could successfully make the leap to a higher standard of hospitality.<\/p>\n\n\n\n

\n
\"Equipo\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
The RIU team at the opening of the Riu Palace Maspalomas, 1989\/1990, the chain\u2019s first Riu Palace.<\/figcaption><\/figure>\n\n\n\n
\"Cocineros\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
The kitchen teams are celebrating the opening of the Riu Palace Maspalomas with a cake modelled on the hotel.<\/figcaption><\/figure>\n<\/figure>\n\n\n\n

Fernando recalls travelling from town to town to recruit staff because there was a severe labour shortage. This was less of a problem in Gran Canaria, which has major urban centres close to the tourist areas, but it was particularly challenging in Fuerteventura. We took around thirty workers from P\u00e1jara<\/strong> to Gran Canaria for training before opening in Jand\u00eda<\/strong>. We also travelled to Galicia<\/strong> to recruit skilled workers such as butchers and waiters. \u201cI think we\u2019re partly responsible for the large Galician population on the islands, because people encouraged others to follow them, and the community grew so much that today there are direct flights from Santiago,\u201d Fernando explains.<\/p>\n\n\n\n

\"Equipo\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
The RIU team in front of the Riu Calypso in Fuerteventura, during the expansion in the Canary Islands.<\/figcaption><\/figure>\n\n\n\n

We had extremely high standards at work, but once the day was over, we would go out together. The team gave 150%. A clear example of that culture was the Legionella outbreak in Lanzarote<\/strong> in 1993<\/strong>. The news broke on a Friday, and we called on the team of hotel directors in Gran Canaria and Tenerife<\/strong> for help. By Saturday morning, they had all arrived. Our dear, much-missed Guillermo Marqu\u00e9s,<\/strong> the hotel\u2019s director, welcomed their support with relief and tears in his eyes. By Sunday, the situation was under control, even though the team had barely slept. That\u2019s how we worked.<\/p>\n\n\n\n

\"Numeroso\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
\u201cWe were incredibly demanding at work, but once we\u2019d finished, we\u2019d go out together.\u201d The RIU team<\/figcaption><\/figure>\n\n\n\n

RIU\u2019s international expansion and Operations Management<\/strong><\/h2>\n\n\n\n

In 1990<\/strong>, I moved to the Americas<\/strong> to launch our international expansion, while Fernando stayed behind as Regional Director for the Canary Islands<\/strong>. In 1993<\/strong>, we began working side by side again when he took over as Head of Operations<\/strong> for the entire RIU group.<\/p>\n\n\n\n

In the Dominican Republic<\/strong>, we went through another intense period. Following the Riu Taino<\/strong> and Riu Naiboa<\/strong>, we were building the Riu Palace Macao<\/strong>. Part of Fernando\u2019s work there involved integrating the management of these hotels into RIU\u2019s overall operations and reorganizing the corporate structure of the industrial area that served all the hotels. This meant that electricity, water and other services began to be billed to each hotel according to its consumption. He separated this management from day-to-day hotel operations. The regional representative took responsibility for both the hotel and industrial areas and established the position of \u201cs\u00edndico,\u201d or mayor, to coordinate beach and garden maintenance and waste collection, as well as manage staff housing, laundry facilities, the school and relations among employees.<\/p>\n\n\n\n

In 1994<\/strong>, Fernando returned to Palma to join the Board of Directors (which I joined in 1995<\/strong>). My father used to say that a good RIU executive needed the perfect combination of a Latin mindset, with its speed, flexibility, enthusiasm and personal touch, and a German mindset, characterised by systems, rigor, planning and organisation. Fernando was a perfect fit for that vision. He has always known how to put the company\u2019s working philosophy and values into practice, as well as analyse and implement the management systems developed in Palma. Above all, though, he has known how to improve and adapt them as the company has grown, simplifying them when necessary to avoid paralysis by analysis. Implementing a system in Mallorca was one thing, but adapting it to Mexico<\/a>, Jamaica<\/a><\/strong>, the<\/strong> United States<\/strong><\/a> or the Riu Plaza<\/a><\/strong> city hotels was quite another. Over these 35 years in the Americas, he has overseen operations for 47<\/strong> hotel openings<\/strong> and continuous growth and development.<\/p>\n\n\n\n

I often say that the Operations team is the one that \u201clooks after the baby forever.\u201d When we open a hotel, the construction, permits and project coordination stages are enormously complex, but eventually they come to an end. We open the hotel and hand it over to Operations. From that point on, they take on the daily responsibility for hundreds of employees and thousands of guests. Every day brings different problems to solve. It\u2019s an exhausting job, and one that has continued to grow over the years. To put the scale of that growth into perspective, a single hotel like the Riu Santa Fe<\/a><\/strong> in Los Cabos<\/strong> has more rooms than all of RIU\u2019s hotels combined when Fernando joined in 1986. Today, in the Americas alone, which fall under his responsibility, there are more than 24,000 employees<\/strong>.<\/p>\n\n\n\n

\n
\"Fernando\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Fernando Garc\u00eda at the 50th anniversary of RIU Hotels & Resorts in 2003.<\/figcaption><\/figure>\n\n\n\n
\"Cuatro\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
RIU executives alongside Fernando Garc\u00eda<\/figcaption><\/figure>\n<\/figure>\n\n\n\n

Two complementary leadership styles: Luis Riu and Fernando Garc\u00eda<\/strong><\/h2>\n\n\n\n

When describing our working relationship, I compare it to the one my sister Carmen and I had when we were running the company together. The success of my relationship with Fernando comes down to the fact that our strengths complement each other perfectly. He excels in areas that aren\u2019t my strongest, which is why I have complete confidence in his judgment. Working with him is easy, and we never get in each other\u2019s way.<\/p>\n\n\n\n

\"Luis\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Luis Riu and Fernando Garc\u00eda: \u2018completely complementary profiles\u2019<\/figcaption><\/figure>\n\n\n\n

If you ask him what the Riu family brings to the company, he points to leadership, quick decision-making, first-hand knowledge of the business and commitment. As for me, when I think of Fernando, the qualities that come to mind are honesty, a strong work ethic, responsibility and loyalty. I haven\u2019t been able to find a single negative thing to say about him since we first met in 1987.<\/p>\n\n\n\n

His \u201cflaw\u201d? His extreme attention to detail. Fernando is someone who needs to understand every aspect of a decision, examine precedents, run the numbers and weigh the consequences. He\u2019s also a man who likes his figures and calculations. Sometimes this clashes with my more action-oriented approach and my philosophy of figuring things out as we go. When he doesn\u2019t understand or agree with something, he argues his case firmly. But I know perfectly well that he doesn\u2019t do it out of ego or a desire to be in the spotlight, something he has always avoided, but out of professionalism and commitment to the company. For him, the company\u2019s success comes before any of us.<\/p>\n\n\n\n

As Fernando himself puts it: \u201cFor me, the company and its future have always come first. That\u2019s what we need to protect above all else. And then, at the heart of everything, there\u2019s our focus on people. RIU\u2019s employees are our greatest asset, and the more diverse our team is, combining experience with youth, technical expertise with creativity, different nationalities and so on, the stronger the company becomes.\u201d I agree with him that investing in the training and development of employees and middle managers is what enables the organisation to weather any transition.<\/p>\n\n\n\n

The worst crisis in our history: the COVID-19 pandemic<\/strong><\/h2>\n\n\n\n

It was that formidable team that enabled us to face the worst crisis in our history: the COVID-19<\/strong> pandemic. Fernando has dealt with everything from 9\/11<\/strong> and the 2008<\/strong> financial crisis to hurricanes and earthquakes, but the complete shutdown of operations in 2020<\/strong> was unprecedented. His leadership of Operations and Human Resources<\/strong> during those months of uncertainty was essential to protecting our people, maintaining our properties and ensuring that reopening protocols were ready. \u201cIt was undoubtedly the toughest time we\u2019ve ever been through, but I\u2019m very proud of how the company responded,\u201d Fernando says.<\/p>\n\n\n\n

40 years of proven worth on the front lines<\/strong><\/h2>\n\n\n\n

Today, with the fourth generation of the family and new executives taking on greater responsibilities within the company, it gives me peace of mind to know that they have had Fernando as one of their finest role models.<\/p>\n\n\n\n

Fernando often jokes about his military service record from 1981<\/strong>, in which his commanding officer wrote down two standard assessments: \u201cImpeccable personal appearance\u201d and \u201cCourage presumed,\u201d the latter being given to everyone who had never seen combat. Well, I can say that when it comes to RIU, there\u2019s no need for Fernando\u2019s courage to be presumed. After 40 years<\/strong> of going into battle together across all our destinations, opening new markets and managing crises of every kind, his abilities, dedication and commitment to the company have been proven time and time again in the field.<\/p>\n\n\n\n

Beyond his professional achievements, I would venture to say that what Fernando values most about these 40 years is the tremendous respect and affection we have for him as a family, but above all, the respect and affection he has earned from his own team. Congratulations!<\/p>\n\n\n\n

FAQ<\/h2>\n\n\n\n
Who is Fernando Garc\u00eda at RIU Hotels & Resorts?<\/strong><\/strong>

He is a Managing Director at RIU and Head of Operations in the Balearic Islands and the Americas. He joined the company in 1986 and celebrated 40 years with RIU in 2026.<\/p> <\/div>

When did Fernando Garc\u00eda join RIU?<\/strong><\/strong>

He joined in 1986 to manage the Riu Sofia. In 1987, he moved to Gran Canaria, in 1993 he became Head of Operations for RIU, and in 1994 he joined the Board of Directors.<\/p> <\/div>

What do \u201cmilitary government\u201d and \u201ccivil government\u201d mean at RIU?<\/strong> <\/strong>

These are the terms Luis Riu uses to describe his working relationship with Fernando Garc\u00eda: Luis Riu opens up new destinations and takes on the risks, while Fernando follows up by establishing order, procedures and operational oversight.<\/p> <\/div>

How many people work under Fernando Garc\u00eda at RIU?<\/strong> <\/strong>

More than 24,000 people in the Americas alone, one of the regions under his responsibility.<\/p> <\/div> <\/div>\n","protected":false},"excerpt":{"rendered":"Managing Director and Head of Operations in the Balearic Islands and the Americas Fernando Garc\u00eda is a Managing Director at RIU Hotels & Resorts and Head of Operations in the Balearic Islands and the Americas. 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