Mauricio dos Santos: “If you’ve come to the Arctic — don’t sleep through it. Live every single moment!”
Mauricio is the Hotel Director aboard an expedition ship operated by Swan Hellenic. Every day, he makes dozens of decisions, oversees a team of over a hundred people, and ensures the comfort of each and every guest. But how does his job differ from that of a hotel manager on land? Why are mistakes simply unacceptable in the Arctic? And how do you plan day-to-day life on a ship when you’re surrounded by nothing but ice and water — and the nearest supply store is a hundred nautical miles away?
From a land-based hotel to a “floating hotel”: what’s the biggest difference?
— Mauricio, you manage a hotel on a ship. How is it different from running a hotel on land?
— The biggest difference is that we operate remotely, far from any shore. In a land-based hotel, if you run out of something, you can easily get more. Here, especially in the polar regions, that’s simply not an option. If you're heading into the Arctic, you’re surrounded by glaciers and uninhabited islands. There’s no way to restock food or equipment, so everything has to be planned and double-checked well in advance.
— The biggest difference is that we operate remotely, far from any shore. In a land-based hotel, if you run out of something, you can easily get more. Here, especially in the polar regions, that’s simply not an option. If you're heading into the Arctic, you’re surrounded by glaciers and uninhabited islands. There’s no way to restock food or equipment, so everything has to be planned and double-checked well in advance.
We operate based on a clear and well-thought-out plan.
— How critical are mistakes in your line of work?
— Mistakes in the Arctic are simply unacceptable. We need to be absolutely precise, because when you're on a ship surrounded by ice, you can't just say, “Oops, we ran out of air-conditioning filters.” That can't happen. Every piece of equipment, every spare part, every drop of fuel has to be planned in advance and stocked for a long period. We follow checklists and strict procedures. Out here, you always have to think ahead — fixing a mistake in the middle of the ocean just isn’t an option.
— What other major differences are there?
— We work seven days a week. Our schedule is governed by international maritime regulations (MLC), which define working hours and rest periods for the crew. But the concept of a “weekend” doesn’t exist here. And of course, we’re afloat. In addition to hotel operations, we have a full technical team onboard — engine room staff, mechanics, electricians, plumbers. We’re constantly moving, and to keep the ship running smoothly, everything must be perfectly maintained and ready.
— Mistakes in the Arctic are simply unacceptable. We need to be absolutely precise, because when you're on a ship surrounded by ice, you can't just say, “Oops, we ran out of air-conditioning filters.” That can't happen. Every piece of equipment, every spare part, every drop of fuel has to be planned in advance and stocked for a long period. We follow checklists and strict procedures. Out here, you always have to think ahead — fixing a mistake in the middle of the ocean just isn’t an option.
— What other major differences are there?
— We work seven days a week. Our schedule is governed by international maritime regulations (MLC), which define working hours and rest periods for the crew. But the concept of a “weekend” doesn’t exist here. And of course, we’re afloat. In addition to hotel operations, we have a full technical team onboard — engine room staff, mechanics, electricians, plumbers. We’re constantly moving, and to keep the ship running smoothly, everything must be perfectly maintained and ready.
Everything needs to be anticipated in advance
On board SH Diana, there’s enough food stored for a full month. But to offer a varied menu — and to have even the smallest essentials like extra toothbrushes — you need to think through the complete inventory list while still on land, long before entering Arctic waters. That’s Mauricio’s responsibility.
As Hotel Director, he’s not only in charge of guest comfort, but also of the seamless management of everything that makes the ship feel like a “floating home” — from bed linens and laundry systems to vegan meal options and tracking crew preferences. Everything must be planned in advance, because in the Arctic, there’s no such thing as “running to the shop.” A logistics error can be costly — especially when the nearest port is hundreds of miles away.
As Hotel Director, he’s not only in charge of guest comfort, but also of the seamless management of everything that makes the ship feel like a “floating home” — from bed linens and laundry systems to vegan meal options and tracking crew preferences. Everything must be planned in advance, because in the Arctic, there’s no such thing as “running to the shop.” A logistics error can be costly — especially when the nearest port is hundreds of miles away.
What does it mean to be a "Hotel Director" on a ship?
— What are your responsibilities as Hotel Director?
— I’m in charge of the entire hotel department on board — everything from the spa, housekeeping, the restaurant and bar, to the reception desk and all public areas. I also oversee the crew areas. Any issue related to organisation, supervision, cleanliness, or guest service falls under my responsibility.
— How many people are under your supervision?
— The galley team has around 20 people, housekeeping has about 18 or 19, and there are roughly 20 working in the restaurant and bar. At the reception, we have three staff members plus the chief purser, who handles all financial matters, guest documentation, and administrative processes. There are also three team members in the spa. We have a stage manager too — someone responsible for all audio-visual operations. Additionally, the expedition team is partly under my responsibility and partly under the captain’s. The captain looks after all external operations and landings, while everything that happens inside the vessel is coordinated with me.
— Does each department have its own manager?
— Yes, absolutely. Housekeeping has a chief housekeeper; the restaurant and bar have their own manager; the spa has a spa manager. In the galley, there’s the head chef and sous chef. At reception, we have the chief purser and a dedicated crew purser who handles all matters related to the crew — visas, travel arrangements, hotels for joining or disembarking staff. There’s a lot of work, and it’s essential that every department head is fully involved and takes full ownership of their responsibilities.
— What’s the most challenging part of your job?
— There are so many moving parts to keep an eye on. Mistakes are practically not an option — we’re at sea, and you can’t just order a replacement from the next city. Everything needs to work like clockwork. And of course, guest satisfaction is key. Swan Hellenic has existed for less than five years, but we’re already delivering outstanding results because of our attention to detail and the high standards of service we maintain.
— I’m in charge of the entire hotel department on board — everything from the spa, housekeeping, the restaurant and bar, to the reception desk and all public areas. I also oversee the crew areas. Any issue related to organisation, supervision, cleanliness, or guest service falls under my responsibility.
— How many people are under your supervision?
— The galley team has around 20 people, housekeeping has about 18 or 19, and there are roughly 20 working in the restaurant and bar. At the reception, we have three staff members plus the chief purser, who handles all financial matters, guest documentation, and administrative processes. There are also three team members in the spa. We have a stage manager too — someone responsible for all audio-visual operations. Additionally, the expedition team is partly under my responsibility and partly under the captain’s. The captain looks after all external operations and landings, while everything that happens inside the vessel is coordinated with me.
— Does each department have its own manager?
— Yes, absolutely. Housekeeping has a chief housekeeper; the restaurant and bar have their own manager; the spa has a spa manager. In the galley, there’s the head chef and sous chef. At reception, we have the chief purser and a dedicated crew purser who handles all matters related to the crew — visas, travel arrangements, hotels for joining or disembarking staff. There’s a lot of work, and it’s essential that every department head is fully involved and takes full ownership of their responsibilities.
— What’s the most challenging part of your job?
— There are so many moving parts to keep an eye on. Mistakes are practically not an option — we’re at sea, and you can’t just order a replacement from the next city. Everything needs to work like clockwork. And of course, guest satisfaction is key. Swan Hellenic has existed for less than five years, but we’re already delivering outstanding results because of our attention to detail and the high standards of service we maintain.
"People are at the heart of what I do": Mauricio dos Santos on what guests never see — and how he became a Hotel Director at sea
The invisible work: crew motivation, food, and onboard psychology
— Mauricio, what are some of the things you do that guests never see?
— One of the most important — and least visible — parts of my job is crew motivation. Together with the department heads, I’m constantly monitoring crew morale. We have about 25 nationalities onboard — most of our crew are Filipino, but we also have people from many different cultures. Just imagine what it takes to organise meals that everyone enjoys. It’s not easy — tastes vary widely.
— What challenges do you face in planning meals?
— We try to accommodate everyone’s preferences. We have vegetarians, vegans, and people with various cultural dietary habits. Every day, together with the chef, we discuss what to cook so everyone finds something they like. At first glance, it may seem like extra work — but it’s essential to keep the team happy.
— And the psychological aspect of the job?
— That’s another invisible — but absolutely vital — part of what I do. In a way, I’m also a bit of a psychologist and a counsellor. Crew members spend months onboard, far from home and their families. When someone has personal issues or problems back home, they often come to me. It’s important that they feel they have someone they can trust, someone who’ll listen and offer support. There’s nothing worse than being at sea, away from loved ones, and feeling alone. That’s why we have an open-door policy: any crew member can come to me and talk about anything.
— One of the most important — and least visible — parts of my job is crew motivation. Together with the department heads, I’m constantly monitoring crew morale. We have about 25 nationalities onboard — most of our crew are Filipino, but we also have people from many different cultures. Just imagine what it takes to organise meals that everyone enjoys. It’s not easy — tastes vary widely.
— What challenges do you face in planning meals?
— We try to accommodate everyone’s preferences. We have vegetarians, vegans, and people with various cultural dietary habits. Every day, together with the chef, we discuss what to cook so everyone finds something they like. At first glance, it may seem like extra work — but it’s essential to keep the team happy.
— And the psychological aspect of the job?
— That’s another invisible — but absolutely vital — part of what I do. In a way, I’m also a bit of a psychologist and a counsellor. Crew members spend months onboard, far from home and their families. When someone has personal issues or problems back home, they often come to me. It’s important that they feel they have someone they can trust, someone who’ll listen and offer support. There’s nothing worse than being at sea, away from loved ones, and feeling alone. That’s why we have an open-door policy: any crew member can come to me and talk about anything.
— How are crew shifts organised?
— It depends on the position. Department heads usually work four months onboard, followed by two months of vacation. Other team members stay on board for six to eight months and then take two months off. Senior officers typically work on a three-months-on, three-months-off rotation. All of these arrangements are discussed and agreed upon during the hiring process.
— It depends on the position. Department heads usually work four months onboard, followed by two months of vacation. Other team members stay on board for six to eight months and then take two months off. Senior officers typically work on a three-months-on, three-months-off rotation. All of these arrangements are discussed and agreed upon during the hiring process.
Department heads personally welcome the guests on board
Mauricio’s journey: from assistant waiter to Hotel Director
— How did you start your career at sea?
— I began working on passenger ships in 1997 as an assistant waiter. My job was to serve water and clear dirty dishes. I moved up quickly — first to waiter, then to maître d’hotel. But at some point, I decided to take a break. I returned home and worked on land for five years.
— Why did you decide to go back to life at sea?
— In 2006, I was offered a position on private yachts. It was a unique experience. I worked as a personal assistant for guests — cleaning, helping in the galley — and I learned all the fine details of high-end service. Life on yachts was different: we often stayed in one place for a month or two, which gave me the chance to take additional training and improve my qualifications. But eventually, I realised yachts were a dead end in terms of career growth. There weren’t many opportunities to move up. So I went back to cruise ships, became a restaurant manager, then took on a temporary role as food & beverage director. Then came the opportunity to become a Hotel Director on a river cruise — and I took it.
— How is river cruising different from ocean cruising?
— It’s much more intense. On river cruises, you're in port almost every day, with many overnight stops. The pace is fast, and the team is much smaller — so you end up doing a lot yourself. But it builds resilience and teaches you how to manage time and resources efficiently.
After that, I joined MSC and managed their Yacht Club — a VIP section on board, like a ship within a ship. Everything there is separate, from reception to restaurants. It was an interesting job, but I knew I could do more.
— And then came the opportunity with Swan Hellenic?
— Yes, becoming Hotel Director on an expedition ship felt like the perfect step. I've been here two and a half years now, and I truly feel like part of the family. The company is young, but ambitious and already very successful. What matters to me is that the management trusts me — and I feel like I’m exactly where I belong. Of course, the job is demanding — but if it were easy, anyone could do it.
At this point, I’ve worked on all kinds of ships: private yachts, large ocean liners, river vessels, and now expedition ships. I understand the differences, the pros and cons of each — and that’s my unique professional experience.
— What’s the difference between large cruise ships and expedition vessels?
— On the big ships, you have thousands of passengers — you can’t possibly remember everyone’s names. But here, I know many of our guests personally and can greet them by name. That level of personalisation makes expedition cruising special. And the guests appreciate it too — they know they’re not just cabin numbers, but real individuals.
There’s another key difference: on a big ship, everything runs on a strict schedule — there’s little flexibility. Here, we can adapt. If something doesn’t work in the morning, we might reschedule it for the afternoon. If the weather changes, we land somewhere else. That’s the beauty of expedition cruising — you never know what tomorrow will bring.
— I began working on passenger ships in 1997 as an assistant waiter. My job was to serve water and clear dirty dishes. I moved up quickly — first to waiter, then to maître d’hotel. But at some point, I decided to take a break. I returned home and worked on land for five years.
— Why did you decide to go back to life at sea?
— In 2006, I was offered a position on private yachts. It was a unique experience. I worked as a personal assistant for guests — cleaning, helping in the galley — and I learned all the fine details of high-end service. Life on yachts was different: we often stayed in one place for a month or two, which gave me the chance to take additional training and improve my qualifications. But eventually, I realised yachts were a dead end in terms of career growth. There weren’t many opportunities to move up. So I went back to cruise ships, became a restaurant manager, then took on a temporary role as food & beverage director. Then came the opportunity to become a Hotel Director on a river cruise — and I took it.
— How is river cruising different from ocean cruising?
— It’s much more intense. On river cruises, you're in port almost every day, with many overnight stops. The pace is fast, and the team is much smaller — so you end up doing a lot yourself. But it builds resilience and teaches you how to manage time and resources efficiently.
After that, I joined MSC and managed their Yacht Club — a VIP section on board, like a ship within a ship. Everything there is separate, from reception to restaurants. It was an interesting job, but I knew I could do more.
— And then came the opportunity with Swan Hellenic?
— Yes, becoming Hotel Director on an expedition ship felt like the perfect step. I've been here two and a half years now, and I truly feel like part of the family. The company is young, but ambitious and already very successful. What matters to me is that the management trusts me — and I feel like I’m exactly where I belong. Of course, the job is demanding — but if it were easy, anyone could do it.
At this point, I’ve worked on all kinds of ships: private yachts, large ocean liners, river vessels, and now expedition ships. I understand the differences, the pros and cons of each — and that’s my unique professional experience.
— What’s the difference between large cruise ships and expedition vessels?
— On the big ships, you have thousands of passengers — you can’t possibly remember everyone’s names. But here, I know many of our guests personally and can greet them by name. That level of personalisation makes expedition cruising special. And the guests appreciate it too — they know they’re not just cabin numbers, but real individuals.
There’s another key difference: on a big ship, everything runs on a strict schedule — there’s little flexibility. Here, we can adapt. If something doesn’t work in the morning, we might reschedule it for the afternoon. If the weather changes, we land somewhere else. That’s the beauty of expedition cruising — you never know what tomorrow will bring.
Career progression at sea: how it works
— Mauricio, can you explain how career progression works on board?
— On our ship, we don’t have assistant waiters — everyone who joins as a waiter already has experience. The typical path goes like this: waiter, then senior waiter, then head waiter, and from there, you move up to restaurant & bar manager.
— What’s the difference between a senior waiter and a head waiter?
— A senior waiter is responsible for a specific section of the restaurant — for example, Deck 7. They also handle some administrative duties, like filling out reports and checklists. The head waiter is the right hand of the restaurant & bar manager. He oversees all the waiters and bartenders, ensures service standards are met, and helps the manager with team coordination.
— What comes next in the career ladder?
— After restaurant & bar manager, the next step is food & beverage director — but that’s usually a role on a larger ship or within a bigger company. To become a hotel director, you need broader training. It’s not enough to understand the restaurant and bar — you also need to know how housekeeping works, how reception is managed, how the galley operates, and how all the other departments fit together. You usually gain that knowledge through cross-training, which is more common in smaller companies or on river cruise vessels.
— And is that the path you followed?
— Yes, exactly. I started out as an assistant waiter, then worked as a waiter, maître d’hotel, restaurant and bar manager, and also spent time on private yachts and river ships. That experience across different departments is what allowed me to become Hotel Director on SH Diana. For this kind of position, it’s absolutely essential to understand how every part of the ship functions — otherwise, you can’t manage it effectively.
— On our ship, we don’t have assistant waiters — everyone who joins as a waiter already has experience. The typical path goes like this: waiter, then senior waiter, then head waiter, and from there, you move up to restaurant & bar manager.
— What’s the difference between a senior waiter and a head waiter?
— A senior waiter is responsible for a specific section of the restaurant — for example, Deck 7. They also handle some administrative duties, like filling out reports and checklists. The head waiter is the right hand of the restaurant & bar manager. He oversees all the waiters and bartenders, ensures service standards are met, and helps the manager with team coordination.
— What comes next in the career ladder?
— After restaurant & bar manager, the next step is food & beverage director — but that’s usually a role on a larger ship or within a bigger company. To become a hotel director, you need broader training. It’s not enough to understand the restaurant and bar — you also need to know how housekeeping works, how reception is managed, how the galley operates, and how all the other departments fit together. You usually gain that knowledge through cross-training, which is more common in smaller companies or on river cruise vessels.
— And is that the path you followed?
— Yes, exactly. I started out as an assistant waiter, then worked as a waiter, maître d’hotel, restaurant and bar manager, and also spent time on private yachts and river ships. That experience across different departments is what allowed me to become Hotel Director on SH Diana. For this kind of position, it’s absolutely essential to understand how every part of the ship functions — otherwise, you can’t manage it effectively.
Advice for guests: how to get the most out of an expedition cruise
— What would you advise guests coming to the Arctic?
— The most important thing is: take part in everything that happens onboard. The lectures, the excursions, the landings, even the polar plunge — don’t skip any of it! You’ve paid for the trip, you’ve invested your time, so there’s no reason to miss the experiences that are here for you.
Of course, it can be tiring. But feeling tired is totally normal on a trip like this. When you go back home, you’ll have incredible memories — and the satisfaction of knowing you truly lived this journey to the fullest. You can rest and sleep at home. Here, you should live every moment to the max!
— Do guests ever come back for more?
— Absolutely, we have many repeat guests. Some of them travel with us again and again, both to the Arctic and Antarctica. I always ask them why they return. And they say, “We love the ship, we love the food, and the team knows us by name — we feel at home here.” Even if they’ve already done the excursions, they go out again to see the penguins or the polar bears — because each time is a new experience, with new emotions.
— What’s the real secret to a great cruise?
— Be open. Be curious. Don’t expect the Arctic or Antarctica to entertain you — it’s not a theme park. It’s nature. It’s a living, breathing world. It’s like another planet. And it’s that respectful attitude and attention to the little things that make the journey unforgettable.
I always tell our guests: don’t be afraid of getting tired. My advice is simple — if you’ve made it all the way here, get the most out of every minute! If you want this to be the trip you’ll remember forever — don’t sleep through it. Live it. Leave exhausted — but happy!
— The most important thing is: take part in everything that happens onboard. The lectures, the excursions, the landings, even the polar plunge — don’t skip any of it! You’ve paid for the trip, you’ve invested your time, so there’s no reason to miss the experiences that are here for you.
Of course, it can be tiring. But feeling tired is totally normal on a trip like this. When you go back home, you’ll have incredible memories — and the satisfaction of knowing you truly lived this journey to the fullest. You can rest and sleep at home. Here, you should live every moment to the max!
— Do guests ever come back for more?
— Absolutely, we have many repeat guests. Some of them travel with us again and again, both to the Arctic and Antarctica. I always ask them why they return. And they say, “We love the ship, we love the food, and the team knows us by name — we feel at home here.” Even if they’ve already done the excursions, they go out again to see the penguins or the polar bears — because each time is a new experience, with new emotions.
— What’s the real secret to a great cruise?
— Be open. Be curious. Don’t expect the Arctic or Antarctica to entertain you — it’s not a theme park. It’s nature. It’s a living, breathing world. It’s like another planet. And it’s that respectful attitude and attention to the little things that make the journey unforgettable.
I always tell our guests: don’t be afraid of getting tired. My advice is simple — if you’ve made it all the way here, get the most out of every minute! If you want this to be the trip you’ll remember forever — don’t sleep through it. Live it. Leave exhausted — but happy!
