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Eric Hallin doesn’t just manage hotels. He curates calm. He serves sabrage with a side of charm. And if you’ve ever sipped coffee on a riverside veranda in Chiang Rai, you might be sitting in the legacy he helped build. I sat down with the legendary Swede himself to uncover the man, the myth, the General Manager.

Stephen: Eric, you’ve run luxury resorts around the globe for decades. But let’s go back—way back. Did you ever imagine this path would take you from tour operations in Sweden to a riverside sanctuary in Northern Thailand?

Eric: Never in a million forecasts. I started out directing one of the largest long-haul tour operators in the Nordics. Think: Africa, the Indian Ocean, Asia. My first authentic taste of Thailand came courtesy of my dad—he worked in Bangkok in the 60s and came home with tales and trinkets. Then came 1976. I was filling in for our Asia manager in Singapore and took a few detours—Bangkok, Bali, Jakarta. That’s when Thailand moved from postcard to pulse. Still, I didn’t have Chiang Rai circled on a map. But the current, as they say, had other plans.

Stephen: As a Swede abroad, what values did you carry with you into this world of warm welcomes?

Eric: Lagom. It’s a Swedish word. Roughly translates to “just enough—not too much, not too little.” It’s our national philosophy, and it’s become my hospitality compass. I believe in balance: comfort without clutter, service without servility.

Additionally, sustainability is deeply ingrained in Nordic culture. That’s why we source local produce, use eco-sensitive practices, and try not to muck up the natural beauty around us. And of course, there’s fika. Coffee, cake, and conversation. Swedish soul food. We bring that warmth into every guest interaction.

Stephen: You’ve been a General Manager for more than 40 years. That’s longer than most marriages. What’s the secret to staying in love with the business?

Eric: People. Simple as that. Staff, guests, and the odd eccentric who turns into a lifelong friend. I enjoy solving puzzles, improving services, and making things just a bit better than they were yesterday. I’m also competitive—give me a challenge, and I’ll beat it. Financial targets? Love ’em. Guest satisfaction? Obsess over it. And through it all, the joy of genuine connection keeps the flame lit.

Stephen: Surely there’s a moment-a turning point—you look back on and think: that’s when the game changed.

Eric: The Indra Regent in the 80s. I was the Director of Sales and Marketing, but the owners gave me executive powers that made most General Managers jealous. We were surrounded by giants—Royal Orchid, Hyatt, Hilton, the lot. But we carved out our niche and upped our game. By the time my contract ended, I had received five offers. That chapter taught me to trust instincts and staff.

Stephen: You’ve turned colleagues into lifelong mates. Magic trick?

Eric: No magic. Just care. I treat people like humans, not cogs. Listen when they speak. Learn their stories. Be grateful. I’ve been lucky to meet remarkable souls—many of whom I still count as close friends. And honestly, when you love what you do, friendship follows naturally.

Stephen: Let’s talk Legend—The Legend Chiang Rai, that is. What pulled you to this riverside retreat?

Eric: Nostalgia, in part. I managed Dusit Island Resort here in the early 90s and fell hard for Chiang Rai’s charm. The Legend was a natural next step. It’s boutique, it’s local, it’s lush. We’ve got riverside villas, Lanna architecture, and breakfast music played on an ankalung. What’s not to love? Most of our staff are local, with many coming from ethnic minority backgrounds. That diversity shapes everything—from our service to our soul.

Stephen: And how does the cultural richness of Chiang Rai translate into the guest experience?

Eric: It’s all in the layers. The King’s grandmother transformed the economy here, replacing opium with coffee, tea, and Japanese rice. That spirit of renewal lives on. Guests can visit tribal villages, sip hill-grown coffee, or explore the White Temple’s otherworldly art. Every experience feels deeply rooted.

Stephen: You know, we Aussies like a good itinerary. Sell Chiang Rai to a first-time Australian traveller.

Eric: Easy. Fly in from Bangkok, spend four nights. Day 1: White Temple, Emerald Buddha, Blue Temple. Day 2: Black House Museum, Doi Tung gardens, coffee in an Akha village, then Golden Triangle by boat. Day 3: Tea plantations or the Hill Tribe Museum. Day 4: A lazy boat ride to the Buddha Cave. Nights? Hit the Night Bazaar—great food, great finds. It’s a slice of Thailand most Aussies haven’t seen—and they’ll love it.

Stephen: You’ve said attitude trumps skill when hiring. Can you elaborate?

Eric: Skills can be taught. Kindness can’t. I interview every single potential hire. I look for warmth, curiosity, and sincerity. Training takes care of the rest.

Stephen: What makes a truly great GM these days—besides calm, charm, and a bit of Scandinavian swagger?

Eric: Common sense. Vision. And a relentless focus on the guest. Remind your staff that the guest, not the owner, pays their salary. A happy guest writes glowing reviews and comes back with friends. That’s your marketing budget right there.

Stephen: Now, onto the important stuff: you speak six languages, and you wield a sabre. What gives?

Eric: The languages came from years of travel. English and Thai are daily tools. French, Spanish, and German when needed. Swedish, naturally. And a smattering of Swahili after a glass of wine. As for the sabrage, I learned it in 1998 on Koh Samui. Popped a champagne cork with a sabre at a gala. It was theatrical, a little dangerous, and wildly popular. Now I do it for special guests. It never fails to impress.

Stephen: With global travel patterns shifting, how are you keeping The Legend ahead of the curve?

Eric: Adapting constantly. Social media, reviews, influencers—they shape perception. Europe’s still strong: UK, Spain, Italy, the Nordics. North and South America are growing. And your lot—Australians and Kiwis—are discovering us. I’d say we’ll soon see 5% of our bookings from down under. Not bad, considering it used to be near zero.

Stephen: What’s the role of media and storytelling in today’s travel industry?

Eric: Essential. Chiang Rai isn’t Bangkok or Phuket—it needs a voice. Stories inspire curiosity. Guests arrive because they read or heard something that stirred their imagination. The more authentic the tale, the better.

Stephen: Last one. You’ve seen hospitality evolve across five decades. What advice do you have for the next generation?

Eric: Start with people. Thailand’s greatest asset is its people. Their grace, humour, and culinary skills make this place magnetic. Embrace tech, including AI, but don’t forget the human touch. If you can make someone feel seen, valued, and delighted, you’re already ahead.

Stephen: Eric, thank you. If hospitality had a hall of fame, you’d be in the front row—with a sabre in one hand and a strong coffee in the other.

Eric: Cheers, Stephen. Or as we say in Sweden, “Skål.”