The Puente Romano staff will reach a record number of 1,900 workers this summer.

José Carlos García

Marbella

In 2017, Puente Romano Marbella employed 800 people, and by the summer of 2026, this number is expected to reach 1,900, the highest ever for the luxury icon of the Golden Mile in Marbella, positioning the resort as one of the largest employment centers in the entire province and as "the largest independent hotel in the region by team volume," according to the company.

The firm asserts that, unlike large hotel corporations, Puente Romano Marbella "manages every detail autonomously," allowing the Human Resources team to create "tailored strategies, focused on a clear premise: for the client to receive a five-star grand luxury service, the employee must live an internal experience of the same category." This philosophy translates into "benchmark" working conditions. The hotel is committed to a substantial improvement in salaries relative to the industry framework, including benefits such as private health insurance, longevity bonuses, and stability that allows the hotel to remain open and active all year round. "It's a structure designed so that the team only has to worry about one goal: achieving excellence," they claim.

The company invests in and commits to experiential training of the highest quality for all its employees, because, they say, "professional growth at Puente Romano is not a promise, it's a methodology." An example of this has been the Pastry Cycle, a high-performance program where the resort's kitchen team has been taught by José Roldán, the Best Baker of 2025; Pachi Larrea, last year's author of the Best Chocolate Cake; and Ricard Martínez, chef and consultant in high pastry who has worked in gastronomic temples such as Ramón Freixa, El Racó de Can Fabes, or the Italian Mauro Uliassi.

Success from personal well-being

Furthermore, the establishment has an online campus and a library of proprietary content "superior to many international chains, allowing the knowledge acquired in Marbella to be a guarantee of quality for working anywhere in the world." The best example of the social and professional elevator that the hotel represents is the trajectory of José Rincón, the current director of Human Resources at the hotel. Rincón started in 2016, just after finishing his university degree, as a room service waiter assistant. "With what I earned that summer, I paid for my master's degree at UMA. I asked to do my internship at the hotel because I come from a hospitality family and felt this was my place," he explains.

José Rincón started working in 2016 as a waiter assistant to pay for a master's degree and today is the director of Human Resources

In ten years, he has gone through almost all areas: auxiliary, technician, payroll, training, and assistant to the management, until, at just 29 years old, the company entrusted him with the leadership of the digital transformation of the area. Additionally, the hotel financed his higher education with an Executive Master's at Les Roches. "We have grown from 800 in 2017 to almost 2,000 people today. My role has been to accompany that growth while I grew with them," he adds.

"Under the pillars of hospitality and innovation," the hotel ensures that it commits to "a model where service excellence is born from internal well-being." For Puente Romano, "placing the team at the center means that their growth goes hand in hand with the professional development of their people, through initiatives designed to accompany and train talent from day one" because "the success of the hotel is born from the well-being of those who make it possible." The pride of belonging is fostered daily with initiatives that break the industry routine, such as its established Culture of Well-being, which transforms the staff dining room into thematic monthly spaces, from Mexican cuisine days to Halloween celebrations, and welcomes each new talent with personalized welcome packs.

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